Corporate Social Responsibility as a Dynamic Internal Organizational Process: A Case Study

Abstract

This article tracks Corporate Social Responsibility (CSR) as an emergent organizational process that places the employee at its center. Predominantly, research on CSR tends to focus on external pressures and outcomes leading to a neglect of CSR as a dynamic and developing process that relies on the involvement of the employee as a major stakeholder in its co-creation and implementation. Utilizing case study data drawn from a study of a large multinational energy company, we explore how management relies on employees' interaction with CSR as the process of initiation→implementation→maturation develops. Employee involvement grows from a minor element in the CSR initiation stage to a vital contributory factor in CSR's success in the later stages of the process. The article offers new insights into a processual and interactional approach to CSR that accounts for the actions of different actors involved at each stage. Most unusually, it also recognizes the dual impact this has on broader issues concerning the management and involvement of employees through CSR actions, and gaining legitimacy in the eyes of not only external stakeholders but internal too

Microfoundations of Partnerships: Exploring the Role of Employees in Trickle Effects

“…In summary, our findings support and extend prior CSR publications which suggested that CSR programmes should be implemented by balancing top-down and bottom-up approaches, and by considering potential spill-over effects to external constituents as well (Bolton et al 2011;Dawkins 2004;Kolk et al 2010;Van der Voort et al 2009). While these studies mainly adopted a managerial point of view, our research confirms the importance of the employees' perspective and also identifies when such trickle effects may work.…”

“…Although recent publications have started to pay attention to the implementation of corporate social initiatives, these are often based on the views and current (best) practices of (CSR) managers (e.g. Bolton et al 2011;Maon et al 2009;Seitanidi and Crane 2009;Sharp and Zaidman 2010;Van der Voort et al 2009), while the actual perceptions and (inter)actions of employees have remained relatively uncharted. In the case of partnerships, Berger et al (2006) explored the positive effects for employees, considering intra-and interorganisational identification as well as community and relationship building.…”

“…Bolton et al 2011;Maon et al 2009; Van der Voort et al 2009). Employees might be asked to act as ambassadors or advocates of a programme, or contribute ideas with regard to design and implementation, which may favourably impact employees' sense of ownership (Maon et al 2009).…”

“…With regard to the implementation of CSR programmes, extant research has suggested the need for a balance between top-down and bottom-up approaches (Van der Voort et al 2009), and a more employee-centred perspective (Nord and Fuller 2009). Similarly, studies point at employees as potential advocates of CSR initiatives to external audiences (Bolton et al 2011;Du et al 2010;Dawkins 2004). However, current insights are mainly based on the views and (best) practices of (CSR) managers (e.g.…”

“…However, current insights are mainly based on the views and (best) practices of (CSR) managers (e.g. Bolton et al 2011;Maon et al 2009;Seitanidi and Crane 2009;Sharp and Zaidman 2010;Van der Voort et al 2009), not on actual perceptions and (inter)actions of employees, which have hardly been investigated. This raises the question whether and, if so, when employees are willing and likely to participate in and advocate CSR initiatives, which is a necessary condition to ensure their viability.…”