2013
DOI: 10.1177/0007650313482549
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Exploring Corporate Community Engagement in Switzerland

Abstract: This research note presents data concerning the community engagement activities of 2,096 Swiss companies as reported by a single company respondent in an online survey. Switzerland affords an interesting opportunity to compare engagement activities in a single country with multiple culture systems across companies varying in size from large to small and medium enterprises (SMEs). Study results show that 78% of the surveyed firms pursue some community engagement activities. While engagement is mostly practiced … Show more

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Cited by 14 publications
(12 citation statements)
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“…Employee satisfaction is therefore an indicator of management efficiency, described mainly in the context of employee motivation (Foster, 2000;Judge, 2004;Lut, 2012;Sokro, 2012;Lorenz et al, 2013;Solanki, 2013;Dugguh and Ayaga, 2014;Kian, Yusoff and Rajah, 2014;Varma, 2017;Caitlin, Swathi and Aryn, 2018;Gallardo-Vázquez, Valdez-Juárez and Castuera-Díaz, 2019). A job satisfaction condition arises when an employee obtains appreciated values through work and subjectively assesses their fair allocation in exchange for his reliable performance of professional duties.…”
Section: Some Theoretical Remarksmentioning
confidence: 99%
“…Employee satisfaction is therefore an indicator of management efficiency, described mainly in the context of employee motivation (Foster, 2000;Judge, 2004;Lut, 2012;Sokro, 2012;Lorenz et al, 2013;Solanki, 2013;Dugguh and Ayaga, 2014;Kian, Yusoff and Rajah, 2014;Varma, 2017;Caitlin, Swathi and Aryn, 2018;Gallardo-Vázquez, Valdez-Juárez and Castuera-Díaz, 2019). A job satisfaction condition arises when an employee obtains appreciated values through work and subjectively assesses their fair allocation in exchange for his reliable performance of professional duties.…”
Section: Some Theoretical Remarksmentioning
confidence: 99%
“…Studies in our sample show that MNEs adopt several criteria in perceiving countries, such as: developing countries versus developed countries, implying degrees of industrial, market and institutional development (Goby & Nickerson, 2016); domestic versus foreign countries, implying the possible liability of foreignness (Huang & Tsai, 2015; Mithani, 2017; Schons et al., 2017); and controversial countries characterized by weak states and questionable human rights records (Brammer et al., 2009). Some studies aggregate countries to a higher level based on similarities/differences of law systems (common law versus code law) (Maas & Liket, 2011), CSR environments (Sethi et al., 2017), welfare orientation (Matten et al., 2003), cultural systems (Lorenz et al., 2016) or continents (Liket & Maas, 2016). Broadly speaking, this layer of geographic units is largely concerned with where and how multinationals are located, reinforced by country heterogeneity, political power, national consciousness and imagined commonality (Anderson, 1991).…”
Section: Unpacking Placementioning
confidence: 99%
“…At this stage, transparency means disclosing what the company has achieved and also did not achieve, and what impact its actions have had on the entire supply chain. Two notable real-life examples, Remei AG and Switcher—both SMEs in the Swiss textile industry (see Lorenz, Gentile, & Wehner, 2013)—even disclose information about their supply chains, such as the exact locations where materials have been produced and what impact their products have on working conditions or water quality (http://www.remei.ch; http://www.switcher.ch). Their attitude also reflects the civil stage of political CSR transparency, because these two companies encourage their industry peers to learn from their approach and actively inform customers that they can monitor their supply chains online (http://www.respect-code.org).…”
Section: Connecting Stages and Dimensionsmentioning
confidence: 99%