Corporate Citizenship in the New Millennium: Foundation for an Architecture of Excellence

Vidaver-Cohen, Deborah; Altman, Barbara W.

doi:10.1111/0045-3609.00069

Cited by 46 publications

(25 citation statements)

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“…They are derived from scholarship on contemporary citizenship models and different accounts of corporate social responsibility and citizenship (seeLister 2007;Barry 2005;Bullen and Whitehead 2005;Van Poeck, Vandenabeele, and Bruyninckx 2009;Micheletti, Stolle, and Berlin forthcoming;Crane, Matten, and Moon 2008;Birch 2003;Vidaver- Cohen and Altman 2000; …”

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confidence: 99%

Sustainable Citizenship and the New Politics of Consumption

Micheletti¹,

Stolle²

2012

The ANNALS of the American Academy of Political and Social Scie

142

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This article develops the notion of “sustainable citizenship” and distinguishes it from more conventional forms of citizenship. The authors formulate indicators of the presence of sustainable citizenship among individuals, in corporations, and in nongovernmental organizations and apply those indicators in two empirical studies. The first study is of institutions (Fairtrade International, People for the Ethical Treatment of Animals, and The Walt Disney Company), and the second is of individuals, particularly those who practice political consumerism and vegetarianism. The studies show that citizenship is expanding in three significant ways: by addressing concerns about past and current injustices and their effects on the future (broadened temporal dimension); by addressing responsibilities worldwide, not just within one’s country (broadened spatial dimension); and by adding a material dimension that emphasizes responsibility to nature and animals. The studies find that the development of sustainable citizenship is taking detours. In particular, self-interest often dominates its nonreciprocal or other-regarding concerns.

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confidence: 99%

Sustainable Citizenship and the New Politics of Consumption

Micheletti¹,

Stolle²

2012

The ANNALS of the American Academy of Political and Social Scie

142

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“…It is important for corporate firms to become accepted as citizens in a similar way as any individual; a relationship where corporate managers proactively and on equal premises are involved in building and maintaining the infrastructure of communities in which they are located. This is rewarding for the business itself as cooperation is likely to be more effective than acting as being apart from local interests (Vidaver‐Cohen and Altman 2000). But the ideal CC built on reciprocity is “still exception rather than rule,” which contrasts the traditional patriarchal corporation as giver and community as taker mentality.…”

Section: Introductionmentioning

confidence: 99%

“…Vidaver‐Cohen and Altman (2000) stress that the concept of CSR is not a new phenomenon but it has a current implication. To our knowledge, the discussion of CC has not been applied or tested on a very differential context of smaller towns with a historical large dependency on a single company referred to as “company towns.”Garner (1992) defines a company town as “a settlement built and operated by a single enterprise.” One special feature of a company town is a long tradition of deep socioeconomic relationships between the company and the community.…”

Section: Introductionmentioning

confidence: 99%

“…However, researchers and practitioners disagree whether if and how management responsibilities should include the needs of the local communities in which they operate (Scott 2003). Main issues discussed in this connection include companies’ responsiveness and ability to separate traditional management conduct from local responsibilities (Moss Kanter 2003); value of short‐term uncoordinated philanthropic efforts (Porter and Kramer 2006); establishment of programs (Vidaver‐Cohen and Altman 2000) and philanthropic strategies (Porter and Kramer 2002) that support sustainable CSR incentives.…”

Section: Introductionmentioning

confidence: 99%

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Local Management Response to Corporative Restructuring: A Case Study of a Company Town

Sundström

Hyder

2008

Business and Society Review

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This is a case study of top management in a Swedish pulp industry at Skutskär. After decades of proactive response to change, starting in 1976 the pulp industry experienced a rapid and significant restructuring. In 1992, and after a prolonged hold on local investments, came a large‐scale investment with major labor reductions, which created a local crisis. The aim of this study is to analyze how top managers of a local business plant perceive and explain their citizenship relationship to the community of the company town during a transition period from 1976 to 2007. Our study shows that too much reliance on top management cost reduction requirements and not caring, or underscoring, local social concerns created gaps and local stakeholder distrust. We discuss how prolonged distrust of the company to bear social responsibility ended up in a broken relationship between the company and the local community. Our case indicates at least two problems that must be handled for successful corporate citizenship. First, the traditional control‐oriented management view is too narrow and not adjusted to today's citizenship reality, including how to handle corporate social responsibility. Second, we can see a possibility where the conceived needs on a global corporate level may lead to situations to obscure local needs and consequences.

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“…In particular, prior research suggested controlling for the industry effect on the socially related activities of a firm (Amato & Amato, 2007;Ussem, 1988;Vidaver-Cohen & Altman, 2000). For example, insurance and mining have different levels of public contact (Ussem, 1988).…”

Section: Industrymentioning

confidence: 99%

An investigation of the centrality of competing institutional logics for social enterprises.

Bae¹

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Corporate Citizenship in the New Millennium: Foundation for an Architecture of Excellence

Cited by 46 publications

References 0 publications

Sustainable Citizenship and the New Politics of Consumption

Sustainable Citizenship and the New Politics of Consumption

Local Management Response to Corporative Restructuring: A Case Study of a Company Town

An investigation of the centrality of competing institutional logics for social enterprises.

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