Italian corporate foundations and the challenge of multiple stakeholder interests

Pedrini, Matteo; Minciullo, Marco

doi:10.1002/nml.20048

Cited by 39 publications

(33 citation statements)

References 70 publications

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“…However, although studies have established charitable foundations as authentic organizations, not simply a façade (Herlin & Pedersen, 2013;Husted & Allen, 2007;ReyGarcia, Martin-Cavanna, & Alvarez-Gonzalez, 2012), researchers have only recently begun to examine the organizational issues involved in replacing in-house social initiatives with foundations, as well as the latter's role in CSR value co-creation (Castro-Martinez & Jackson, 2015;Misener & Babiak, 2015;Pedrini & Minciullo, 2011;Walters & Panton, 2014). The switch from in-house to independent organizations is not necessarily a straightforward one, as charitable foundations and their founding companies do not automatically share common goals or stakeholder agendas, making for a relationship that is not always conflict-free (Anagnostopoulos & Shilbury, 2013;Westhues & Einwiller, 2006).…”

mentioning

confidence: 99%

Applying a Communicating Vessels Framework to CSR Value Co-creation: Empirical Evidence From Professional Team Sport Organizations

Kolyperas

Anagnostopoulos

Chadwick

et al. 2016

Journal of Sport Management

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Despite the increasing number and significance of charitable foundations in various business sectors, their role in cocreating corporate social responsibility (CSR) value remains unclear. This paper identifies CSR value cocreation in professional team sport organizations (PTSOs) and answers three key research questions: (a) Why have PTSOs developed charitable foundations as their means toward CSR value cocreation? (b) What CSR-related resources do PTSOs and their charitable foundations integrate? and (c) How do they manage, share, and transfer such resources to cocreate CSR value? Drawing theoretical insights from service dominant logic and consumer culture theory—and using empirical data from 47 semistructured interviews of UK-based professional football (soccer) clubs—this study develops a communicating vessels framework to illustrate the role of charitable foundations in the CSR value cocreation process. Through four tentative CSR value cocreation levels of relationship (bolt-on, cooperative, controlled, and strategic) the study suggests several internal strategies that can enhance the level of collaboration between founders and foundations. These include information sharing through customer relationship management (CRM) systems and social media platforms; staff sharing or flexible movement across the organizations; quality assurance agreements; flexible team cooperation; partnership protocols with social, media, cultural, and commercial stakeholders; and cotraining of personnel.

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mentioning

confidence: 99%

Applying a Communicating Vessels Framework to CSR Value Co-creation: Empirical Evidence From Professional Team Sport Organizations

Kolyperas

Anagnostopoulos

Chadwick

et al. 2016

Journal of Sport Management

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show abstract

“…This solution shows that even when customers and employees do not participate in philanthropy (causal conditions 4 and 5), the culture in the country where the headquarters are located encourages hotel groups to cooperate with NGOs (causal condition 1) and undertake philanthropy directly. Hotel groups continue to invest in their communities because it is good for their public image (Hallak et al, 2012) or because of an ethical belief of giving back to their communities (Pedrini & Minciullo, 2011). S5 concludes that, contrary to H5, an altruistic culture in the country (causal condition 6) is a sufficient condition to assure group participation, even when employee involvement (causal condition 5) does not appear as a causal condition.…”

Section: Why Hotel Groups Get Involved In Their Communitiesmentioning

confidence: 95%

“…Concerning the second causal condition, Pedrini and Minciullo (2011) list the three main reasons for firms to develop foundations, which are an ethical way to give back to the community, improve a firm's reputation, and increase employee motivation. Evidence of firms participating in their communities through foundations can be found in literature (Gautier & Pache, 2015;Van der Voort, Glac, & Meijs, 2009).…”

Section: Hypothesesmentioning

confidence: 99%

Why and how hotel groups in luxury segments give back to their communities

de‐Miguel‐Molina

Segarra‐Oña

2017

Journal of Tourism Research

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The paper analyses why and how hotel groups become involved in their communities through philanthropic activities. The analysis focuses on hotel groups with brands in the luxury, upper upscale, and upscale segments. The qualitative information disclosed in reports and websites by 243 hotel brands was studied to answer questions about who is involved, how they participate, and who they target. The study then focused on the 130 hotel groups owning these brands, and a qualitative comparative analysis was used to explain the combination of causal conditions explaining why hotel groups participate in their communities. The causal conditions in the analysis included the participation of different stakeholders, the characteristics of the hotel groups, and the culture of the countries. Results indicate that there is a trade-off between customer and employee participation in philanthropy, that customer involvement requires the presence of luxury brands, and that the culture of the countries (religion and altruism) stimulates the philanthropic behaviour of hotel groups.

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“…IBFs constitute a particular type of grant-giving, not-for-profit foundation (Pedrini and Minciullo, 2011) that is unique to Italy due to its rules governing stakeholder orientation obligations. Currently, IBFs are primarily engaged in the areas of art and culture, assistance to the underprivileged, education, support to voluntary organisations, healthcare, and scientific research.…”

Section: Italian Banking Foundationsmentioning

confidence: 99%

Does the presence of member assemblies in grant-giving foundations affect levels of stakeholder engagement in mission reporting? Evidence from Italian banking foundations

Manetti

2015

IJBGE

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Stakeholders play a fundamental role in the governance systems of non-profit organisations. Their participation in decision-making processes -especially within governing bodies and in terms of mission reporting -is an essential element for effective and coherent organisation management. The present study carries out empirical research into Italian banking foundations (IBFs), a particular kind of grant-giving foundation with specific statutory obligations towards their stakeholders, including local communities and the beneficiaries of contributions. These types of foundations are unique, featuring characteristics that could contribute to a better understanding of the role played by governing bodies among third-sector organisations in creating a system of stakeholder engagement, participation, and dialogue. Using content analysis, we studied the Annual Reports and statutes of 88 IBFs in order to verify whether the presence of a member assembly in this particular type of grant-giving foundation affects the degree of stakeholder engagement in mission reporting. The results of our study reveal a greater presence of stakeholder engagement policies and practices among foundations with member assemblies, as well as a tendency towards stakeholder management in foundations without this type of governing body.

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Italian corporate foundations and the challenge of multiple stakeholder interests

Cited by 39 publications

References 70 publications

Applying a Communicating Vessels Framework to CSR Value Co-creation: Empirical Evidence From Professional Team Sport Organizations

Applying a Communicating Vessels Framework to CSR Value Co-creation: Empirical Evidence From Professional Team Sport Organizations

Why and how hotel groups in luxury segments give back to their communities

Does the presence of member assemblies in grant-giving foundations affect levels of stakeholder engagement in mission reporting? Evidence from Italian banking foundations

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