How stakeholders view stakeholders as CSR motivators

Abstract

Purpose -The purpose of this paper is to investigate perceptions of the relative importance of different stakeholders (owners, employees, customers, non-governmental organizations (NGOs) and governmental authorities) as agents motivating managers to engage in corporate social responsibility (CSR). The aim is to determine which stakeholders are viewed as key motivators and which the respondents think ought to be key stakeholders.Design/methodology/approach -This is an empirical study. Three stakeholder groups -corporate leaders, MSc business students and NGOs -were consulted through a paper survey ðn ¼ 264Þ: Findings -The findings reveal that the three stakeholder groups roughly agree that owners are the main motivators for managers to pursue CSR, followed by customers, governments, employees and NGOs, in that order. The paper then turned from perceptions of how things are to opinions about how things ought to be, asking who should be the main motivator. In this case, customers moved up to first place, followed by employees, owners, government and NGOs. Age, but not gender, was a significant variable. The older the respondents, the smaller the discrepancy between perceptions of what is and opinions about what ought to be.Research limitations/implications -This study was conducted in Norway and generalization is therefore limited. By replicating the study in other countries cultural differences can be investigated.Practical implications -The findings are applicable for evaluating different avenues for understanding and influencing managerial and stakeholder CSR behaviour.Originality/value -Several studies have concluded that stakeholders are of key importance in the CSR setting. However, few studies so far have compared the perceived relative ''power'' held by stakeholders. This type of knowledge can provide a key to understanding the development of CSR.

A Multilevel Model of Responsibility Towards Employees as a Dimension of Corporate Social Responsibility

“…The finding of the negative relationship of community stakeholders to LA-HRM confirms previous assertions in literature that stakeholders may hold conflicting interests regarding aspects of CSR. Although they may impact the performance of the firm, they can do so in a way that negatively impacts certain aspects of CSR performance, while at the same time they may positively impact other aspects, such as environmental responsibility (Ditlev-Simonsen et al, 2013;Freeman, 1984). The general finding of the null relationships of other stakeholders with the dependent variable confirms the assertion that LA-HRM particularly are seen as non-strategic aspects of the firms' CSR performance (Rodriguez & Gomez, 2009).…”

“…Stakeholders are likely to include the firm's customers, employees, suppliers, financial institutions such as banks and insurers, the surrounding community and NGOs as well as regulators (Donaldson & Preston, 1995;Clarkson, 1995). Despite conflicting interests, the prevailing view has been that stakeholders do influence CSR (Corcoran & Shackman, 2007;Ditlev-Simonsen et al, 2013;O'Riordan & Fairbrass, 2014).…”

Sustainable Manufacturing Practices among SMEs in Malaysia

“…As posited by stakeholder theory, firms should not remain exclusively focused on the interests of shareholders, but should also concentrate on the needs of the other stakeholders (Freeman, 1984). Whether a firm is able or unable to achieve its goals depends on the way it manages its connections with individuals or groups, such as employees, suppliers and communities, who can affect the accomplishment of these goals (Freeman & Phillips, 2002;Ditlev-Simonsen & Wenstøp, 2013). From the stakeholder perspective, it is essential to note that a business does not just concern the firm itself, but it should be considered as an integral part of society.…”

A Case Study of Employees’ Engagement Practice in Corporate Responsibility Program

“…Among the list of stakeholders, the organization needs to determine suitable stakeholders that would directly engage the motives of the organizational SER and CSR. Ditlev-Simonsen and Wenstøp (2013) found that the different perceptions and organizational culture relate to different rank of stakeholders and these would become the main motivators in engaging the CSR.…”