Organizational responsibility: Doing good and doing well.

Aguinis, Herman

doi:10.1037/12171-024

Cited by 402 publications

(365 citation statements)

References 113 publications

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“…Although recognizing that the notion of CSR is still evolving, we have adopted in this study Aguinis' (2011) concise and encompassing definition, which views CSR as a set of "context-specific initiatives and policies, which take into account the expectations of stakeholders and the triple bottom line of economic, social and environmental performance" (p. 855). Managerial attitudes towards CSR and level of company engagement in CSR activities vary by country.…”

Section: Literature Reviewmentioning

confidence: 99%

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Internal Corporate Social Responsibility and Performance: A Study of Publicly Traded Companies

Cavazotte¹,

Chang²

2016

BAR, Braz. Adm. Rev.

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Research on the relationship between social responsibility and the financial performance of companies has yielded ambivalent results. Since investments on different areas of social responsibility can promote distinct outcomes, in this study we focus on internal corporate social responsibility (I-CSR), that is, investments on employees. The objective of the study is to verify if outlays on I-CSR affect organizational performance. We analyzed financial information from companies listed in the São Paulo Stock Exchange, and their social balance sheets filled with the Brazilian Institute of Social and Economic Analysis between 2001 and 2007, applying Two-Stage Least Squares (2SLS) equation model to minimize endogeneity and reverse causality problems. The results indicate that overall I-CSR was associated with revenue contemporarily, one and two years after the investments. Corporate outlays on healthcare, pension plans, employee education and profit-sharing all had positive effects on revenue in the years that followed such investments.

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Section: Literature Reviewmentioning

confidence: 99%

“…Nevertheless, large corporations play important roles within local and global economies that include generating jobs, paying taxes and creating value for consumers and society (Jenkins, 2007), and a narrow-minded focus on profit maximization at the expenses of stakeholders can hurt company performance and future returns (Aguinis, 2011).…”

Section: Introductionmentioning

confidence: 99%

Internal Corporate Social Responsibility and Performance: A Study of Publicly Traded Companies

Cavazotte¹,

Chang²

2016

BAR, Braz. Adm. Rev.

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“…Organisations within ECs need to significantly extend their view of stakeholders (cf. Aguinis, 2011;Basu & Palazzo, 2008;Kitzmueller & Shimshack, 2012;Visser, 2011). The restricted shareholder perspective, conventional in Anglo-Saxon countries, is insufficient.…”

Section: The Organisational and People Implications Of Ecs' Features mentioning

confidence: 99%

“…Kaplan & Norton, 1992), Figure 3 gives a graphic view of a suggested Embedded CSR performance measurement model, with four interdependent performance dimensions and possible measures by which the Embedded CSR performance of an organisation can be adjudged (see also Aguinis, 2011;Aguinis & Glavas, 2013;Chitakornkijsil, 2012). Incorporated into this balanced scorecard is the triple bottom line of economic (= profit), social (= people), and environmental performance (= planet) (cf.…”

Section: Embedded Csr Building Block 5: An Embedded Csr Balanced Scormentioning

confidence: 99%

“…An organisation's envisioned CSR legacy needs to inform its CSR's strategic intent (Aguinis, 2011;Ganescu, 2012). Organisations active in EC countries, therefore, must co-generate, in partnership, an inspiring, context-relevant, envisioned legacy among local stakeholders that will direct and guide their joint Embedded CSR thinking, decisions and actions in those countries.…”

Section: Embedded Csr Building Block 2: An Envisioned Legacymentioning

confidence: 99%

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The power of the fish is in the water

Veldsman

2015

AJOBE

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Every organisation ("the fish") is embedded in a certain setting ("the water"). These metaphors imply a highly reciprocal, interdependent relationship between the organisation and its setting. The purpose of my article is to explore the utility of the conceptual distinction drawn by Aguinis and Glavas (2013) between Embedded and Peripheral Corporate Social Responsibility (CSR), as applied from an emerging countries (ECs) perspective. Firstly, I elucidate unique EC organisational/ people features. Secondly, I highlight the implications of these features for CSR. Finally, I address "contextually fit" CSR, arguing that Embedded CSR is the sole imperative for organisations in ECs, but as an active, societal transformation partner. IntroductionEvery organisation -the metaphorical "fish" -is embedded in a certain setting, its strategically chosen operating arena -the metaphorical "water" (cf. also Stone et al., 2013). The metaphors of "fish" and "water" imply a highly reciprocal, interdependent relationship between the organisation and its operating arena. This is even more so in emerging countries (ECs), for reasons that will be discussed below. It can be posited that the embeddedness of the organisation in its context is not and cannot be under contention: separated from life-giving "water", no organisation is viable or sustainable. Inversely, organisations, as the "fish", enhance or destroy the quality of the "water", which, in turn, affects them, constructively or destructively. The water not only must enable them to survive, but, more importantly, enable them to thrive in a sustainable way. The power of the fish truly is in the water. The organisation The power of the fish is in the water

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Corporate Social Responsibility and Psychologically Healthy Workplaces

Robertson,

Barling

2014

Workplace Well‐being

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Organizational responsibility: Doing good and doing well.

Cited by 402 publications

References 113 publications

Internal Corporate Social Responsibility and Performance: A Study of Publicly Traded Companies

Internal Corporate Social Responsibility and Performance: A Study of Publicly Traded Companies

The power of the fish is in the water

Corporate Social Responsibility and Psychologically Healthy Workplaces

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