Knowledge sharing relevance in social responsibility partnerships

Lyra, Mariana Galvão; Gomes, Ricardo Corrêa; Pinto, Miriam Magdala

doi:10.1108/jmd-10-2014-0123

Cited by 6 publications

(4 citation statements)

References 26 publications

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“…The literature revealed that a common outcome of competing motivations among participants in multi-stakeholder learning processes was mistrust (Lyra et al 2016;Burchell & Cook, 2008). Tension and mistrust were observed as a result of actors having competing motivations or aims for participating in sustainability initiatives, i.e., business stakeholders predominantly prioritizing financial outcomes and not-for-profits and government predominantly prioritizing environmental or social outcomes (Burchell & Cook, 2008;Lyra et al, 2017). Trust, and its role in facilitating dialogue, was found to have great influence over the effectiveness of learning processes, and even the success of entire sustainability initiatives (Halldórsson et al, 2018;Müller & Slominsky, 2017;Rietig & Perkins, 2018).…”

Section: Motivation For Learning and Actionmentioning

confidence: 99%

Organizations, Learning, and Sustainability: A Cross-Disciplinary Review and Research Agenda

et al. 2022

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This paper explores the role of learning in organizational responses to sustainability. Finding meaningful solutions to sustainability challenges requires companies and other actors to broaden their thinking, go beyond organizational boundaries and engage more with their stakeholders. However, broadening organizational perspective and collaborating with diverse stakeholders involves inherent political and process-related tensions. Learning has been identified as a key organizing process for overcoming the challenges that arise through collaborative action for sustainability. In order to understand the role of learning in organizational responses to sustainability, we conduct a cross-disciplinary systematic review of the literature on learning for sustainability and incorporate perspectives from diverse disciplines including business, management, environmental science, sociology, policy, urban planning, and development. The review explores how different disciplines conceptualize and operationalize learning for sustainability and identifies the common themes and challenges. Our findings highlight the different ways that power relations influence learning and decision-making processes, and how entrenched traditional value structures and ‘reflexive complicity’ limit practitioners and researchers alike in finding meaningful sustainability solutions. We conclude that shifting how we motivate business and management research on learning for sustainability, in a way that prioritizes sustainability outcomes over firm performance, could bring us a step closer to more meaningful responses to sustainability. Similarly, breaking patterns of ‘reflexive complicity’ by key actors in business could assist in shifting toward more radical and long-term responses to sustainability in practice.

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Section: Motivation For Learning and Actionmentioning

confidence: 99%

Organizations, Learning, and Sustainability: A Cross-Disciplinary Review and Research Agenda

et al. 2022

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“…Similarly, the study developed by Maon et al (2009) concluded that multidisciplinary teams composed of people from different hierarchical levels aligned with CSR objectives contributes positively to the success of social actions. Another good example of how multidisciplinarity and diversity of knowledge contributes to CSR projects can be seen in the study developed by Lyra et al (2017), where the knowledge sharing between the CSR project team and Civil Society Organizations (CSO) are beneficial for both sides. In this context CSO learns how to deal with business and, on the for corporations, the process of learning relies on more knowledge about how CSOs operate and more information about the local community.…”

Section: Csf 10: Dispose Of a Multidisciplinary Team In Terms Of Formation And Knowledge For Project Implementationmentioning

confidence: 99%

Corporate social responsibility projects: critical success factors for better performance of Brazilian companies and guidelines to qualify professionals and entrepreneurs

et al. 2021

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Corporate Social Responsibility is a reality for businesses and can be understood through the analysis of organizational actions in three areas, namely: economic, social and environmental. Its operationalization occurs through projects, and cases presented by the literature can greatly contribute to the definition of factors that lead these projects to success. Generally, professionals and entrepreneurs have good qualifications in traditional aspects of project management, but when they need to manage Corporate Social Responsibility projects doubts arise. In this context, the main objective of this study was to analyse the most impactful Critical Success Factors for Corporate Social Responsibility projects, considering Brazilian companies' context, and to propose guidelines to better qualify new professionals and entrepreneurs in the kind of projects mentioned. Thirteen Critical Success Factors were identified in the literature and, through a survey with experienced professionals, it was possible to evidence the six most relevant for Brazilian companies' context: ability to properly define the scope; ability to integrate the CSR project with the company's strategy; ability to identify stakeholders' needs; ability to analyse risks; identify and involve stakeholders outside the organization; and grant financial resources to meet project needs. Using the information provided, three guidelines were proposed to better qualify professionals and entrepreneurs. This is an exploratory study that can contribute to potentialize debates on theme.

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“…Nowadays, companies know that, in order to have social legitimacy to operate, they need to earn the respect of their customers, their business partners and society in general, otherwise they will fail in their purpose (Lopes and Demajorovic, 2020;Demuijnck and Fasterling, 2016). Companies are gradually waking up to this reality and realizing that adopting socially responsible behaviors is essential to ensure their sustainability (Stekelorum, 2020;Jabnoun, 2019;Lyra et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

More cooperative ... more competitive? Improving competitiveness by sharing value through the supply chain

Fontoura

Coelho

2021

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PurposeThe purpose of this study is to analyze how corporate social responsibility (CSR) affects a company's value. It does this specifically by analyzing the effect of socially responsible behaviors on shared value (SV) creation, in order to foster higher performance (PRF) and greater competitive advantages, considering the moderator role of the supply chain leadership dependency (SCLD). It provides new insights into CSR management to ensure business sustainability for supply chain management.Design/methodology/approachThis study uses a structured questionnaire to gather data from a cross-sectional sample of 425 supply chain partners for Portugal's biggest energy supplier. Structural equation modeling is used to test the proposed hypotheses, and a multigroup analysis is conducted to find how a supplier's dependency can impact the suggested relationships.FindingsThe findings suggest that CSR positively impacts CA, SV and PRF. Additionally, this study reveals that SV has a positive impact on PRF. Additionally, the SCLD appears to moderate some of the proposed relationships.Research limitations/implicationsThis paper provides some empirical evidence of the influence of CSR on organizational value creation, contributing toward a better understanding of the impacts of socially responsible behaviors on business sustainability. The overall results may support the importance of CSR, identifying how a socially responsible company may create value for itself and share it with partners, thereby improving performance and competitiveness, while considering the role of dependency in moderating these relationships. Yet, the research considers only one company supplier. The relationships between variables need to be explored in other practical case studies and longitudinal investigations to improve upon the potential for making generalizations.Practical implicationsResults show that being cooperative might make a company more competitive, which might be one of the foundations of CSR and sustainability.Social implicationsThis study claims that profit alone is no longer sufficient for the legitimization of business. As an alternative, SV creation has become the new goal for businesses seeking to regain and improve societal trust.Originality/valueThe overall results may support the importance of CSR, identifying how a socially responsible company may create value for itself and share it with partners, thereby improving performance and competitiveness, while considering the role of dependency in moderating these relationships.

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Knowledge sharing relevance in social responsibility partnerships

Cited by 6 publications

References 26 publications

Organizations, Learning, and Sustainability: A Cross-Disciplinary Review and Research Agenda

Organizations, Learning, and Sustainability: A Cross-Disciplinary Review and Research Agenda

Corporate social responsibility projects: critical success factors for better performance of Brazilian companies and guidelines to qualify professionals and entrepreneurs

More cooperative ... more competitive? Improving competitiveness by sharing value through the supply chain

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