Cooperation between business and non-governmental organizations to promote sustainable development

Harangozó, Gábor; Zilahy, Gyula

doi:10.1016/j.jclepro.2014.10.092

Cited by 137 publications

(48 citation statements)

References 50 publications

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“…Concerning civil society as a non‐market actor, literature has deemed this body as crucial because its demands are increasingly articulated through “Civil Society Organizations” (CSOs) (Arenas, Sanchez, & Murphy, ), which have become strong counterweights to corporate action (Harangozó & Zilahy, ). Through the implementation of different strategies, CSOs pursue socio‐environmental objectives that other parties ignore (Laasonen, Fougère, & Kourula, ; Teegen, Doh, & Vachani, ).…”

Section: Discussionmentioning

confidence: 99%

Be bad but (still) look good: Can controversial industries enhance corporate reputation through CSR initiatives?

Aqueveque

Rodrigo

Duran

2018

Business Ethics: A Eur Rev

111

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Even though the link between perceived corporate social responsibility fit (PCSR‐fit) and corporate reputation has received much attention from scholars, this tradition has ignored that the underpinnings of this association vary depending on the particular characteristics of each industry under study. To delve into this matter, we investigate in the increasingly relevant context of controversial industries (CIs) how PCSR‐fit could enhance corporate reputation and which are the mediating mechanisms of this association. Our academic contribution is twofold. First, we find that controversial sectors indeed can increase corporate reputation through CSR activities. However, we find that to achieve this goal, the nature of PCSR‐fit should be different than what extant literature indicates, because companies in these settings should directly focus on avoiding or reducing their inherent controversial harm or impact. Second, we evidence that “CSR initiatives' legitimacy” and “situational skepticism” mediate the PCSR‐fit and corporate reputation relationship in CIs. Therefore, we further unravel the underpinnings of this association to advance what we know on the matter and aid practitioners in this particular context.

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Section: Discussionmentioning

confidence: 99%

Be bad but (still) look good: Can controversial industries enhance corporate reputation through CSR initiatives?

Aqueveque

Rodrigo

Duran

2018

Business Ethics: A Eur Rev

111

View full text Add to dashboard Cite

show abstract

“…The factors included: (1) general awareness [37][38][39][40]; (2) technical field [41][42][43]; (3) human resource [44][45][46]; (4) cost field [3,4]; (5) university-and-institution cooperation [47][48][49]; (6) policy areas [23,50,51]; and (7) industrial management system [52][53][54]. The first group of factors is reflected in some well-recognized, construction industrialization policies in regard to building kinds and company's stance [55][56][57][58].…”

Section: Challenges In Industrializationmentioning

confidence: 99%

Positioning and Priorities of Growth Management in Construction Industrialization: Chinese Firm-Level Empirical Research

Zhang

Xie

2017

Sustainability

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Abstract:The purpose of this research is to quantitatively evaluate the growth phase, position, and priorities of the industrialization policy management of the construction industry at firm level. The goal is to integrate quantitative dynamics into the policy-making process for sustainable policy development in future China. This research proposes an integrated framework, including growth management model and industrial policy evaluation method, to identify the challenges of construction industrialization and policy management. The research applies the mixed system method, which includes entropy method and average score method, to analyze the growth stage and major impact indexes targeting 327 survey samples. The empirical results show that the proposed conceptual framework and policy evaluation method could effectively determine the growth position and directions of the construction industrialization. For verification purpose, the study uses the local industry data from Shaanxi Province, China. The calculation results substantiate that the construction industry is in the middle section of the third growth phase. The comparison of the results from statistical methods shows that the local construction industry still needs substantial effort in policy management to improve its sustainable industrialization level. As countermeasures, the policy priorities should concentrate on: (1) enhancing effective cooperation among universities, research institutions and enterprises; (2) improving actions towards technology transfer into productivity; and (3) encouraging market acceptance of construction industrialization. This research complements the existing literature of policy evaluation of construction industrialization. Moreover, it provides theoretical and operational steps on industry policy evaluation and growth management framework, with accurate and ample data analysis on firm-level survey. Researchers and policy makers can use this research for further extensions of policy management for construction industrialization.

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“…It refers also to the small and medium-sized enterprises (SMEs) that, similar to large companies, rank the stakeholders according to the importance they attach to them (Harangozó and Zilahy, 2015 …”

Section: The Essence Of Social Responsibilitymentioning

confidence: 99%

“…SME ranks as more important stakeholders, regulatory authorities, and shareholders than local community groups or environmental organizations, but with regard to environmental issues, differently than large companies, they attach greater relative importance to suppliers than to final consumers and owners; SMEs frequently engage and cooperate with nongovernmental organizations (Harangozó and Zilahy, 2015 However, to Aguinis and Glavas (2013), philanthropy, volunteering, and so on, belong to the peripheral CSR activities and not to embedded ones, so they do not form an integral part of socially responsible strategy, whereas Gautier and Pache (2015) state that "we still lack a clear understanding of the array of available giving strategies, whether connected to the core strategy or not" (pp.362-363).…”

Section: Csr the Size Of An Organization And The Issue Of Philanthropymentioning

confidence: 99%

Linking CSR to Strategy: A Practical View

Świątkiewicz

2017

Foundations of Management

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Abstract:The purpose of this paper is to present a basic compendium of how companies can integrate social responsibility into their strategies. The paper analyzes and synthesizes ideas and proposals based on the literature review from different fields. It proposes a practical approach that does not highlight the differences but the positive and mutual synergy of social responsibility with firm's strategy. There are many practical proposals in the literature and a lot of successful examples from business practice that show how organizations can or have made the implementation of social responsibility into their strategy to work efficiently, but their strategic, social, and environmental importance differs and is limited by many factors. The paper presents different means of connecting social responsibility with organizational strategy to make it work, which can be useful for practitioners, students, and wider public. The paper adds the praxiological or practical perspective to deal with a small but persisting organizational problem and a great social expectation, how to link efficiently social responsibility with organizational strategy into one coherent stream of purposes.

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Cooperation between business and non-governmental organizations to promote sustainable development

Cited by 137 publications

References 50 publications

Be bad but (still) look good: Can controversial industries enhance corporate reputation through CSR initiatives?

Be bad but (still) look good: Can controversial industries enhance corporate reputation through CSR initiatives?

Positioning and Priorities of Growth Management in Construction Industrialization: Chinese Firm-Level Empirical Research

Linking CSR to Strategy: A Practical View

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