Ethical corporate social responsibility: A framework for managers

L'Etang, Jacquie

doi:10.1007/bf00872017

Cited by 78 publications

(41 citation statements)

References 2 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…In truth, Stormer says, corporations only get more powerful while the rest is falling apart (2003). As such, the notion that economic behavior in itself is ethical behavior has to be debunked and economic models of CSR have to be discarded (Etang, 1995) in favor of ethical models stressing that self-interested behavior for economic gain is not ethical or moral (Etang, 1994).…”

Section: How the Two Models Differmentioning

confidence: 99%

Beyond the Stalemate of Economics versus Ethics: Corporate Social Responsibility and the Discourse of the Organizational Self

Driver

2006

J Bus Ethics

View full text Add to dashboard Cite

The purpose of this paper is to advance research on CSR beyond the stalemate of economic versus ethical models by providing an alternative perspective integrating existing views and allowing for more shared dialog and research in the field. It is suggested that we move beyond making a normative case for ethical models and practices of CSR by moving beyond the question of how to manage organizational self-interest toward the question of how accurate current conceptions of the organizational self seem to be. Specifically, it is proposed that CSR is not a question of how self-interested the corporation should be, but how this self is defined. Economic and ethical models of CSR are not models of opposition but exist on a continuum between egoic and post-egoic, illusory and authentic conceptions of the organizational self. This means that moving from one to the other is not a question of adopting different paradigms but rather of moving from illusion and dysfunction to authenticity and functionality, from pathology to health. Copyright Springer 2006corporate social responsibility, economic and ethical models, economic, egoic and post-egoic approaches, narratives, organizational self, psychoanalysis,

show abstract

Section: How the Two Models Differmentioning

confidence: 99%

Beyond the Stalemate of Economics versus Ethics: Corporate Social Responsibility and the Discourse of the Organizational Self

Driver

2006

J Bus Ethics

View full text Add to dashboard Cite

show abstract

“…When we return to the challenges documented in organizations trying to apply these principles to practice, a recurring theme has been that concepts often fail to penetrate the organization's operations due to lack of understanding, employee and customer buy-in, or resolution of contradictions between ecological principles and the bottom line (CBSR, 2001;L'Etang, 1995;Nattrass & Altomare, 2002;Willard, 2005). These problems are related to implementation approaches that stop at public relations activity or policies issued top-down from senior management.…”

Section: Emergence and Ecological Learning -An Approach To Organizatimentioning

confidence: 99%

Developing organizational practices of ecological sustainability

Fenwick

2007

Leadership &Amp; Organization Development Journal

View full text Add to dashboard Cite

PurposeThis article aims to discuss issues and strategies of developing practices of ecological sustainability in organizations. Three questions guide the discussion: how are practices of social responsibility and ecological sustainability developed and maintained in organizations? What learning in particular is involved in developing practices of ecological sustainability in organizations? How might this learning be fostered by organizational leaders?Design/methodology/approachThe article draws from literatures in ecology, ecological learning and corporate social responsibility to describe the nature of ecological sustainability, intents and approaches of organizations developing it, and their challenges. Case examples drawn from studies of small business are examined to explore successful strategies of developing practices of ecological sustainability. These examples are analysed from a learning perspective.FindingsChallenges that hinder adoption of ecological sustainability practice include low stakeholder understanding and support, low management focus and strategy, and insufficient cost‐benefit analysis. Organizations confronted these challenges by emphasizing education and enabling conditions that fostered learning in everyday action (decentralization, diversity, connections, shared focus, constraints, and feedback).Research limitations/implicationsThe discussion shifts the emphasis from corporate social responsibility (CSR) – which has become a broad, contested area of multiple meanings – to ecological sustainability, and shifts the focus from measurement and reporting (prominent in CSR literature) to learning.Practical implicationsStrategies are suggested for organizational leaders to enable conditions for learning that support practices of ecological sustainability.Originality/valueWith the learning perspective, and particularly with the focus on ecological learning models based in complexity science, the article demonstrates a unique link between learning approaches and practices of ecological sustainability.

show abstract

“…In this new conception of society a new current of thought emerges for organizations that can be synthesized in corporate social responsibility (CSR), which can be understood as a continuous process of the organization that aims to constantly monitor the environment (social, political, economic and legal) in which the organization operates and its relations with this environment (L'Etang, 1995).…”

Section: Corporate Social Responsibilitymentioning

confidence: 99%

Social Behavior of Brazilian Organizations: An Analysis of Isomorphism Mechanism

Bogo

Schmitt

Henning

et al. 2017

BJO&PM

View full text Add to dashboard Cite

Human's behavior is determined by variables that are commonly understood as needs and motives and, in general, it is motivated by a desire to achieve some goal. According to Maslow, these needs are constructed on a hierarchy composed of five groups -physiological, safety, love/belonging, esteem and self-actualization. In order to fulfill these needs, organizations have social behavior to address the issues of human beings, individually or collectively way. Therefore, identifying the types of actions performed and then analyzing them in the context of basic human needs, will allow us to understand isomorphic features in the social behavior of these organizations. In this sense, this study aims to analyze the social behavior of Brazilian organizations and the existence of isomorphism in these practices. The sample consists of companies listed on the ISE-BOVESPA stock market and the data were collect in the Sustainability Reports. The methodology utilizes Content Analysis technique to define the categories and descriptive statistics to understand the isomorphic behavior. The findings indicate a concentration of actions on the need for 'Safety' and the existence of coercive and normative isomorphism in social activities for internal audiences and mimetic isomorphism in actions aimed at external audiences.Keywords: Isomorphism; Human Needs; Corporate Social Responsibility; Behavior. ABSTRACTABEPRO

show abstract

Ethical corporate social responsibility: A framework for managers

Cited by 78 publications

References 2 publications

Beyond the Stalemate of Economics versus Ethics: Corporate Social Responsibility and the Discourse of the Organizational Self

Beyond the Stalemate of Economics versus Ethics: Corporate Social Responsibility and the Discourse of the Organizational Self

Developing organizational practices of ecological sustainability

Social Behavior of Brazilian Organizations: An Analysis of Isomorphism Mechanism

Contact Info

Product

Resources

About