Public relations and corporate social responsibility: Some issues arising

L'Etang, Jacquie

doi:10.1007/bf00881580

“…CSR based on economic models and wealth maximization focus not on a universal moral imperative but on a narrow conception of what the corporation must do to be responsible to the shareholder (Gioia, 2003). It has been suggested that only the adoption of models that stress a post-conventional moral ethos beyond conformity and selfinterest (Etang, 1994;Stormer, 2003) will eventually lead to the reduction of ethical dysfunction in organizations (Snell, 2000). Only such a model will encourage truly ethical behavior, that is, behavior that is ethical not only in its outcome but ethical because of its motivation (Etang, 1994).…”

Section: How the Two Models Differmentioning

confidence: 99%

“…In truth, Stormer says, corporations only get more powerful while the rest is falling apart (2003). As such, the notion that economic behavior in itself is ethical behavior has to be debunked and economic models of CSR have to be discarded (Etang, 1995) in favor of ethical models stressing that self-interested behavior for economic gain is not ethical or moral (Etang, 1994).…”

Section: How the Two Models Differmentioning

confidence: 99%

Beyond the Stalemate of Economics versus Ethics: Corporate Social Responsibility and the Discourse of the Organizational Self

Driver

¹

2006

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The purpose of this paper is to advance research on CSR beyond the stalemate of economic versus ethical models by providing an alternative perspective integrating existing views and allowing for more shared dialog and research in the field. It is suggested that we move beyond making a normative case for ethical models and practices of CSR by moving beyond the question of how to manage organizational self-interest toward the question of how accurate current conceptions of the organizational self seem to be. Specifically, it is proposed that CSR is not a question of how self-interested the corporation should be, but how this self is defined. Economic and ethical models of CSR are not models of opposition but exist on a continuum between egoic and post-egoic, illusory and authentic conceptions of the organizational self. This means that moving from one to the other is not a question of adopting different paradigms but rather of moving from illusion and dysfunction to authenticity and functionality, from pathology to health. Copyright Springer 2006corporate social responsibility, economic and ethical models, economic, egoic and post-egoic approaches, narratives, organizational self, psychoanalysis,

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“…The question of who is entitled to the CSR leadership (within an organisation) remains unanswered (Dhanesh, 2012b) even though CSR has a clear connection to public relations (PR) theory and practice (L'Etang, 1994).…”

Section: Corporate Social Responsibilitymentioning

confidence: 99%

Sceptical Employees as CSR Ambassadors in Times of Financial Uncertainty

Theofilou¹,

Watson²

2014

Communicating Corporate Social Responsibility: Perspectives and Practice

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Purpose -This chapter offers new insights into the understanding of internal (employee) perceptions of organizational corporate social responsibility (CSR) policies and strategies.Methodology/approach -This study explores the significance of employees' involvement and scepticism upon CSR initiatives and focuses on the effects it may have upon word of mouth (WOM) and the development of employee_organisation relationships. Desk research introduces the research questions. Data for the research questions were gathered through a self-completion questionnaire distributed in a hardcopy form to the sample.Findings -An individual's level of scepticism and involvement appears to affect the development of a positive effect on employees' WOM. Involvement with the domain of the investment may be a central factoraffecting relationship building within the organization, and upon generation of positive WOM.Practical implications -The chapter offers a conceptual framework to public relations (PR) and corporate communications practitioners, which may enrich their views and understanding of the use and value of CSR for communication strategies and practices.Social implications -For-profit organisations are major institutions in today's society. CSR is proffered as presenting advantages for (at macro level) society and (micro level) the organization and its employees.Originality/value of chapter -Concepts, such as involvement and scepticism, which have not been rigorously examined in PR and corporate communication literature, are addressed. By examining employee perceptions, managers and academic researchers gain insights into the acceptance, appreciation and effectiveness of CSR policies and activities upon the employee stakeholder group. This will affect current and future CSR communication strategies. The knowledge acquired from this chapter may be transferable outside the for-profit sector.

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“…Research outcomes indicate that stakeholders expect organisations to behave in an ethical manner (Schlegelmilch, 1997) and show concern for social issues (Shaw & Shiu, 2003). Even though organisations have expanded and enriched their CSR agenda over the years (Kotler & Lee, 2005) and do not solely focus on environmental concerns anymore, as this may have been the case in the late 1980s and early 1990s (L'Etang, 1994), it is debatable whether an organisation will eventually be rewarded (Laczniak & Murphy, 1993) or not (Carrigan & Attala, 2001) for undertaking CSR initiatives.…”

Section: Introductionmentioning

confidence: 99%

Sceptical Employees as CSR Ambassadors in Times of Financial Uncertainty

Theofilou¹,

Watson²

2014

Communicating Corporate Social Responsibility: Perspectives and Practice

View full text Add to dashboard Cite

Purpose -This chapter offers new insights into the understanding of internal (employee) perceptions of organizational corporate social responsibility (CSR) policies and strategies.Methodology/approach -This study explores the significance of employees' involvement and scepticism upon CSR initiatives and focuses on the effects it may have upon word of mouth (WOM) and the development of employee_organisation relationships. Desk research introduces the research questions. Data for the research questions were gathered through a self-completion questionnaire distributed in a hardcopy form to the sample.Findings -An individual's level of scepticism and involvement appears to affect the development of a positive effect on employees' WOM. Involvement with the domain of the investment may be a central factoraffecting relationship building within the organization, and upon generation of positive WOM.Practical implications -The chapter offers a conceptual framework to public relations (PR) and corporate communications practitioners, which may enrich their views and understanding of the use and value of CSR for communication strategies and practices.Social implications -For-profit organisations are major institutions in today's society. CSR is proffered as presenting advantages for (at macro level) society and (micro level) the organization and its employees.Originality/value of chapter -Concepts, such as involvement and scepticism, which have not been rigorously examined in PR and corporate communication literature, are addressed. By examining employee perceptions, managers and academic researchers gain insights into the acceptance, appreciation and effectiveness of CSR policies and activities upon the employee stakeholder group. This will affect current and future CSR communication strategies. The knowledge acquired from this chapter may be transferable outside the for-profit sector.

show abstract

Public relations and corporate social responsibility: Some issues arising

Cited by 126 publications

References 3 publications

Beyond the Stalemate of Economics versus Ethics: Corporate Social Responsibility and the Discourse of the Organizational Self

Beyond the Stalemate of Economics versus Ethics: Corporate Social Responsibility and the Discourse of the Organizational Self

Sceptical Employees as CSR Ambassadors in Times of Financial Uncertainty

Sceptical Employees as CSR Ambassadors in Times of Financial Uncertainty

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