Attitudes of Managers toward Corporate Social Responsibility

Ostlund, Lyman E.

doi:10.2307/41164722

Cited by 65 publications

(30 citation statements)

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“…In order to measure the managerial attitudes towards social responsibility, Quazi and O'Brien (2000) also provided a scale based on the relevant previous studies (Davis, 1973;Orpen, 1987;Ostlund, 1977). In this study, the authors constructed a scale based on a two-dimensional model, including the span of corporate responsibility and the range of outcomes of corporate social commitments.…”

Section: Conceptual Framework For Corporate Social Responsibilitymentioning

confidence: 99%

Measuring Corporate Social Responsibility: A Scale Development Study

2008

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Section: Conceptual Framework For Corporate Social Responsibilitymentioning

confidence: 99%

Measuring Corporate Social Responsibility: A Scale Development Study

2008

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“…Second, customers value voluntary non-market action more than non-voluntary action (Gulbrandsen 2006). Finally, voluntarism reflects managerial commitment to CSR, which is vital to successful implementation and to ensuring that the organization benefits from more loyal and thus more productive employees (Khoo/Tan 2002, Thomas/Simerly 1995, Ostlund 1977. Thus, we hypothesize:…”

Section: Hypothesismentioning

confidence: 99%

Strategic Corporate Social Responsibility and Value Creation

Husted

Allen

2009

Manag Int Rev

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Abstract:• this paper examines the conditions under which corporate social responsibility (csR) is related to value creation in the multinational enterprise (MNe).• Following prior work by Burke and logsdon (1996), we examine the relationship of centrality, appropriability, proactivity, visibility, and voluntarism to value creation.• the results of a survey of 111 MNes in Mexico suggest that centrality, visibility, and voluntarism are related to value creation.

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“…670), we utilised philosophical statements such as ''Responsible corporate behaviour can be in the best economic interest of the stockholders'' to represent argument for corporate acceptance of social responsibility. The format of philosophical statement was originally developed and used by Ostlund (1977). The statements indicate the strength of managers' beliefs in advocating corporate acceptance of social responsibility, which lends insight into their commitment and attitudes towards various socially responsible activities (Ford and McLaughlin 1984, p. 669-670).…”

Section: Csr Mindsetmentioning

confidence: 99%

Mapping the Relationship Among Political Ideology, CSR Mindset, and CSR Strategy: A Contingency Perspective Applied to Chinese Managers

et al. 2015

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The literature on antecedents of corporate social responsibility (CSR) strategies of firms has been predominately content driven. Informed by the managerial sense-making process perspective, we develop a contingency theoretical framework explaining how political ideology of managers affects the choice of CSR strategy for their firms through their CSR mindset. We also explain to what extent the outcome of this process is shaped by the firm's internal institutional arrangements and external factors impacting on the firm. We develop and test several hypotheses using data collected from 129 Chinese managers. The results show that managers with a stronger socialist ideology are likely to develop a mindset favouring CSR, which induces the adoption of a proactive CSR strategy. The CSR mindset mediates the link between socialist ideology and CSR strategy. The strength of the relationship between the CSR mindset and the choice of CSR strategy is moderated by customer response to CSR, industry competition, the role of government, and CSRrelated managerial incentives.

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Attitudes of Managers toward Corporate Social Responsibility

Cited by 65 publications

References 1 publication

Measuring Corporate Social Responsibility: A Scale Development Study

Measuring Corporate Social Responsibility: A Scale Development Study

Strategic Corporate Social Responsibility and Value Creation

Mapping the Relationship Among Political Ideology, CSR Mindset, and CSR Strategy: A Contingency Perspective Applied to Chinese Managers

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