Corporate social responsibility: Playing to win, or playing not to lose? Doing good by increasing the social benefits of a company’s core activities

Rekom, Johan van; Berens, Guido; Halderen, Mignon van

doi:10.1057/bm.2013.13

Cited by 25 publications

(18 citation statements)

References 56 publications

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“…Second, some others view CSR as a supplement to the brand positioning. A third group, which comprises a minority of brands, strategically place CSR at the core of their brand positioning and consider it as a key brand ingredient (Kitchin 2003 ; van Rekom et al 2013 ). Consequently, most corporate brands still need to figure out how to embed CSR at the core of their brand strategy and to serve authentically their different stakeholders with a balanced perspective.…”

Section: Conscientious Corporate Brandsmentioning

confidence: 99%

Towards a theory of conscientious corporate brand co-creation: the next key challenge in brand management

Iglesias

Ind

2020

J Brand Manag

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In this article we chart the evolution of corporate brand management from an organization-centric view based on control to one rooted in a participative cocreated perspective where multiple stakeholders help to build and enrich the brand. This shift challenges many of the traditional models of corporate brand management and recognizes the importance of meeting the needs and desires of stakeholders through the adoption of a conscientious approach built on responsibility and a commitment to fairness. We illustrate our argument with such examples as Danone, SAP, Tata, Unilever and Patagonia and conclude with a research agenda to explore further the nascent field of conscientious corporate brands. Keywords Corporate brands • Conscientious brands • Co-creation • Stakeholder perspective • Brand purpose The evolution of the brand management academic field

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Section: Conscientious Corporate Brandsmentioning

confidence: 99%

Towards a theory of conscientious corporate brand co-creation: the next key challenge in brand management

Iglesias

Ind

2020

J Brand Manag

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“…Most of CSR research has focused on the relationship with individual stakeholders. But a few researchers have begun viewing CSR as a tool for a competitive advantage by solving social problems (Hart, 1995;Hart & Christensen, 2002;Lizt, 1996;Porter & Kramer, 2002;Prahalad, 2003;Prahalad & Hammond, 2002;Van Rekom, Berens, & Van Halderen, 2013). According to several researches, CSR give a company a competitive advantage by improving market conditions.…”

Section: The Csr Effect On Societymentioning

confidence: 99%

Review of Corporate Social Responsibility Effects Studies

KIM¹,

KIM²

2019

IJIDB

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Purpose -In this study, previous CSR researches was reviewed to help understand the CSR effects, and offer suggestions for future research directions. Research design, data, and methodology -To achieve the purpose of this study, previous CSR effects related researches were reviewed based on stakeholder perspectives. Results -After reviewing, some limitations were found. First, most of the CSR related studies in the management area have focused on CSR effects on individual stakeholders such as the shareholder, the employee, and the consumer. Second, it was difficult to find studies on the management aspect of CSR from both an effective and efficient perspective. Conclusions -To overcome these limitations of previous studies, several studies need to be conducted in the future. First, CSR research must be expanded into B-to-B businesses. Few studies try to figure out the effect of CSR on B-to-B businesses but only suggest the effect of CSR on B-to-B business conceptually. Therefore, empirical study needs to be conducted about CSR to show business performance in the B-to-B market. Second, the process of CSR must be developed on how to improve CSRs' effectiveness and efficiency. Finally, a relationship between a company and individual stakeholders needs to be revised using stakeholders' multiple identities.

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“…As a result, it should firstly be noted that CSR-related issues are presented in an overall context and relate primarily to its definition, sense (Dahlsrud, 2008;Latapí Agudelo et al, 2019) and relevance whilst paying attention to its ideological connotations with the problem of sustainable development (Behringer and Szegedi, 2016;Sheehy and Farneti, 2021;Aslaksen et al, 2021). Furthermore, it should be stated that there is unflagging interest in specific CSR initiatives undertaken by various organizations (van Rekom, Berens, and van Halderen, 2013;Wolska, Kwarcińska, and Warszycki, 2016) and we must stress the importance of various stakeholders (Melovic, Milovic., Backovic-Vulic, Dudic, and Bajzik, 2019;Özcan and Elç, 2020;van Doorn et al, 2017) and the need to build relationships with them.…”

Section: Introductionmentioning

confidence: 99%

Scope of Activities as a Criterion Determining the Type of CSR Actions with Regard to Employees: A Case Study

Kwarcińska¹

2021

ERSJ

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Purpose: This article aimed to demonstrate the results of research carried out in 2019 on a group of 301 enterprises from the West Pomeranian Voivodeship in Poland and to analyze the differentiation of indications for the involvement of enterprises representing two different scopes of business activity in the implementation of specific actions with regard to employees. Design/Methodology/Approach: The CATI method was used to conduct the research on a group of 301 enterprises from the West Pomeranian Voivodeship in Poland operating in the service sector. The structure of respondents with respect to the scope of their operations, included 150 entities conducting accounting and bookkeeping activities, as well as tax consultancy -RKiDP (PKD 69.2 section) and 151 entities operating in the field of cleaning services -SO (PKD 81.2 section). Findings: The conclusions give indication of a relationship between the selection of specific CSR activities taken with regard to employees and type of business activity. At the same time, for the purpose of seeking a set of initiatives that respond to the specific needs of particular groups of enterprises, the need to broaden the scope of analyses with further examples was recommended.Practical Implications: The grounds to the hypothesis brought forward in this article was research conducted in the aspect of identifying the involvement of enterprises in the implementation of CSR activities undertaken in regard to employees. The frequency distribution of indications of specific initiatives shows a certain dependence of particular choices of the surveyed enterprises on the main criterion determining the scope of their activities. One example are two different groups of companies. Originality/value: The article presents the results of primary research.

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Corporate social responsibility: Playing to win, or playing not to lose? Doing good by increasing the social benefits of a company’s core activities

Cited by 25 publications

References 56 publications

Towards a theory of conscientious corporate brand co-creation: the next key challenge in brand management

Towards a theory of conscientious corporate brand co-creation: the next key challenge in brand management

Review of Corporate Social Responsibility Effects Studies

Scope of Activities as a Criterion Determining the Type of CSR Actions with Regard to Employees: A Case Study

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