CSR as Strategic and Organizational Change at “Groupe La Poste”

Ingham, Marc; Havard, Christelle

doi:10.1007/s10551-015-2941-5

Cited by 14 publications

(10 citation statements)

References 46 publications

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“…Hence, risk management is a fundamental concern in the current dynamic global environment, especially when such a risk is associated with CSR. Ingham and Havard (2017) proposed that strategic decisions taken by a manager of a firm are expected to be consistent with CSR policies. For instance, the literature argues that improvement in CSR policies is strongly linked to the strategic decisions taken in the context of risk management (Cheng, Ioannou, & Serafeim, 2012;Dhaliwal, Radhakrishnan, Tsang, & Yang, 2012;Zhang, Gao, & Morse, 2015).…”

Section: Introductionmentioning

confidence: 99%

Corporate social responsibility engagement and firm performance in Asia Pacific: The role of enterprise risk management

Naseem

Shahzad

Asim

et al. 2019

Corp Soc Responsibility Env

111

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We examine a channel through which corporate social responsibly affects firm performance. More specifically, we modeled the mediating role of enterprise risk management between corporate social responsibility and firm performance. We use the weighted average of environmental, social, and governance scores (as a proxy of corporate social responsibility) extracted from DataStream of Thomson Reuters‐ASSET4. Drawing on the stakeholder theory and using a large sample of 1021 Asia Pacific firms throughout 2006–2016, we show that corporate social responsibly is positively associated with firm performance. Our results suggest that corporate social responsibly is linked to enterprise risk management. However, the effect of corporate social responsibly on firm performance is both direct and indirect. We provide evidence that enterprise risk management partially mediates the relationship between corporate social responsibility and firm performance. We account for the issue of endogeneity and use alternative measures of firm performance for a robustness check. The findings offer important implications of socially responsible business processes through leveraging on the significance of enterprise risk management.

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Section: Introductionmentioning

confidence: 99%

Corporate social responsibility engagement and firm performance in Asia Pacific: The role of enterprise risk management

Naseem

Shahzad

Asim

et al. 2019

Corp Soc Responsibility Env

111

View full text Add to dashboard Cite

show abstract

“…Although the literature on CSR development informs us about the stages and organizational dimensions of strategic CSR integration, there is much less research on how firms manage this transition (for exceptions, see Ingham and Havard 2017;Maon et al 2009). Empirical literature has notably overlooked the trade-offs and tensions in strategic CSR integration (Hahn et al 2010; Van der Byl and Slawinski 2015), which derive from the incompatibility between economic and social targets (Margolis and Walsh 2003).…”

Section: From Peripheral Csr To Strategic Csr Integrationmentioning

confidence: 99%

“…This growth was driven by a succession of cumulative strategic changes, which shaped both Smart-Co's business visions and its strategic commitment to CSR (see Table 1). Hence, unlike a planned change initiative in a large organization (e.g., Ingham and Havard 2017;Maon et al 2009), SmartCo offers unique insights into an organic change process through which ethical values came to define the company's identity and business strategy, as well as its efforts to advocate CSR through its core business practices.…”

Section: Contextmentioning

confidence: 99%

“…First, we contribute to the CSR development literature by foregrounding the CSR tensions and the means to navigate them as a central yet previously overlooked element in the strategic CSR integration process. Prior research on CSR development has focused on describing the stages of CSR integration (e.g., Maon et al 2010;Mirvis and Googins 2006;Reidenbach and Robin 1991), the associated management challenges (Rossouw and van Vuuren 2003), and the systematic design and implementation of CSR programs for organizations (e.g., Ingham and Havard 2017;Maon et al 2009). Extending this work, we shed new light on how management can improve the ability of the organization to navigate the CSR tensions that inevitably arise when making the transition from a dismissive or peripheral to an integrated CSR approach (Aguinis and Glavas 2013; Weaver et al 1999b).…”

Section: Implications For Researchmentioning

confidence: 99%

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Integrating CSR with Business Strategy: A Tension Management Perspective

2020

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Integrating corporate social responsibility (CSR) into a for-profit organization's business activities is fraught with tensions. This paper reports a case study of a construction company, exploring how different tensions emerged to challenge companylevel aspirations for strategic CSR integration. The study identifies three types of persistent CSR tensions and four management practices, discussing how the management practices led the organization to navigate CSR tensions in both active and defensive ways. Furthermore, the study explicates why the case company succeeded in integrating CSR into formal business strategy and shared attitudes but struggled with CSR integration in the domain of day-today operations. The paper contributes to the CSR literature by developing a tension-centric perspective on CSR development. It highlights the necessity of tension navigation at both the organizational and the action levels, the key role of active (as opposed to defensive) navigation of CSR tensions, and the importance of alignment between organizational and action levels in navigating tensions for sustaining strategic focus on CSR over time.

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“…Since engaging in social and environmental reporting (SER) involve costs, there is a debate among scholars concerning the type and degree of responsibilities that companies have for stakeholders; the financial impact of this responsibility; and its strategic role for the company [4,5,6,7,8,9,10,11,12,13,14]. Accordingly, several studies have reported insignificant relationship between SER and corporate economic benefit [6,11] and could not clearly conclude whether investment in SER returns more or less than its cost [13,14].…”

Section: Introductionmentioning

confidence: 99%

Angulating Social and Environmental Reporting to Firms’ Advantage: A Resource Based View Approach from Ethiopian Companies’ Perspective

Surur

Yimenu

Baje

2019

JEMT

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Aims:To evaluate the strategic role of social and environmental reporting in Ethiopian large tax payer companies based on the resource-based view of the firm. Study Design: The study employed explanatory research design. Place and Duration of Study: Large tax payer companies for the year 2018, Ethiopia. Methodology: The study used annual audited financial reports of 262 companies and structured questionnaire which were distributed to three individuals per each sampled company. Interaction effect model was developed for which ordinary least square (OLS) regression with robust standard errors on a cross-sectional analysis were used to test the hypotheses.

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CSR as Strategic and Organizational Change at “Groupe La Poste”

Cited by 14 publications

References 46 publications

Corporate social responsibility engagement and firm performance in Asia Pacific: The role of enterprise risk management

Corporate social responsibility engagement and firm performance in Asia Pacific: The role of enterprise risk management

Integrating CSR with Business Strategy: A Tension Management Perspective

Angulating Social and Environmental Reporting to Firms’ Advantage: A Resource Based View Approach from Ethiopian Companies’ Perspective

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