Stakeholder management and CSR: questions and answers

Freeman, Edward; Moutchnik, Alexander

doi:10.1007/s00550-013-0266-3

Cited by 83 publications

(52 citation statements)

References 3 publications

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“…CSR is argued to be a stakeholder-oriented concept due to the existence of organizations within networks of stakeholders where they are tasked with translating the potentially conflicting demands of stakeholders into CSR objectives and policies (Carroll 1991;Freeman and Moutchnik 2013;Lindgreen and Swaen 2010).…”

Section: Csr At the Institutional Levelmentioning

confidence: 99%

“It’s Like Hating Puppies!” Employee Disengagement and Corporate Social Responsibility

2018

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Corporate social responsibility (CSR) has been linked with numerous organizational advantages, including recruitment, retention, productivity, and morale, which relate specifically to employees. However, despite specific benefits of CSR relating to employees and their importance as a stakeholder group, it is noteworthy that a lack of attention has been paid to the individual level of analysis with CSR primarily being studied at the organizational level. Both research and practice of CSR have largely treated the individual organization as a "black box," failing to account for individual differences amongst employees and the resulting variations in antecedents to CSR engagement or disengagement. This is further exacerbated by the tendency in stakeholder theory to homogenize priorities within a single stakeholder group. In response, utilizing case study data drawn from three multinational tourism and hospitality organizations, combined with extensive interview data collected from CSR leaders, industry professionals, engaged, and disengaged employees, this exploratory research produces a finer-grained understanding of employees as a stakeholder group, identifying a number of opportunities and barriers for individual employee engagement in CSR interventions. This research proposes that employees are situated along a spectrum of engagement from actively engaged to actively disengaged. While there are some common drivers of engagement across the entire spectrum of employees, differences also exist depending on the degree to which employees, rather than senior management, support corporate responsibility within their organizations. Key antecedents to CSR engagement that vary depending on employees' existing level of broader engagement include organizational culture, CSR intervention design, employee CSR perceptions, and the observed benefits of participation.

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Section: Csr At the Institutional Levelmentioning

confidence: 99%

“It’s Like Hating Puppies!” Employee Disengagement and Corporate Social Responsibility

2018

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“…Although the G4 framework is a useful reference in homogenising corporate social responsibility (CSR) disclosures across global market sectors, many sustainable reports are still inconsistent and reactive in nature (Jagd, 2015;Fortainer et al, 2011;PwC's Sustainability Reporting, 2008). The inconsistency in levels of non-financial CSR disclosures is predicated on the polarizing prioritisation of the "stakeholder versus shareholder" approaches in addressing societal issues (Freeman and Moutchnik, 2013), the cost of disclosing information voluntarily (Gamerschlag et al, 2011;Kytle and Ruggie, 2005;LaFond and Watts, 2008), and, the varying interpretations of the recommended guidelines.…”

Section: Introductionmentioning

confidence: 99%

A Comparative Review on Company Specific Determinants for Sustainability Reporting in United Kingdom (UK) and Malaysia

Tong

2017

SHS Web Conf.

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This study aims to comparatively assess the effects of company-specific variables on the level of corporate social responsibility (CSR) information disclosed in publicly-traded companies from United Kingdom (UK) and Malaysia. Content analysis was applied to sampled reports from the FTSE 100 Index and FTSE Bursa KLCI against inferred meanings from the Global Reporting Initiative (GRI)-derived coding base to identify similarities and/or differences in CSR disclosure practices. The Spearman's correlation coefficients and multiple linear regressions (MLR) analyses further gauged the associations between the variables and total quantity of CSR disclosure (TQCSR); and, determined the predictive determinants on sustainability reporting. The Spearman's correlation has identified a negative association on leverage with TQCSR for UK companies. In contrast, the TQCSR in the Malaysian sample was positively associated with directors' CSR-related experiences and profitability but negatively associated with company size. Results from MLR analyses presented company size as a significant determinant on sustainability reporting in the UK model, while directors' experiences were indicated as the crucial determinant in the Malaysian model. This first, direct cross-market sustainability reporting study highlights the importance of board of directors' CSR-relevant experience in influencing the level of CSR disclosures in publicly-traded companies.

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“…its business orientation, continuous search for the sources of customer loyalty, organizational training, optimization and automation of business processes, innovative activity and corporate social responsibility [9, p. 42 Only within such context the company's values acquire social power, enter public consciousness, and turn into behaviour patterns. At the same time, best practices should be handled in dynamic way, since technologies are becoming obsolete, new market requirements emerge, physical assets are devalued, and organizational approaches are changing (Freeman, 2013) [11].…”

Section: Brief Literature Reviewmentioning

confidence: 99%

Use of system dynamics tools in value-oriented approach in management

Barabanova¹,

Lebedeva²,

Rastova³

et al. 2018

EA-XXI

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The article is based upon assumption that in search for best sustainability any organization is leaning towards the value-oriented approach in management. This approach is grounded in the stakeholder theory, and addresses needs and expectations of consumers and other stakeholders on a long-term basis. When contributing to the best practices, companies produce shared values, able to act as a social power, to enter into the public consciousness, and to transform into behavioural norms. At the same time, these practices support best handling of resources and opportunities thus leading companies to success. The system dynamics model presents enterprises with potential strategies grounded in the target indicators, provides objective assessment of the target indicators sensitivity to changes at one or several parameters, sets and corrects their controllable limits, identifies specific causes of variation and, thus, insures necessary adjustments to the business management. Today, the system dynamics modelling is supported with mathematical software: Maple, MathCAD, Maxima, AnyLogic, Vensim, iThink (computer experiments software). In our research, we support the idea to develop methodology and improve practices of value-oriented approach in organization management based upon key tools of process efficiency, i.e. the system dynamics model. To build a system model and to run simulation analysis, we used AnyLogic software system. In this research, system dynamics model is tested against the case of supply chain management in the food industries, which include production facilities of high seasonal demand and products distribution network. To meet volatile demand, the company keeps certain stock of products in the chain of regional warehouses, and shipping the products as soon as new order is received. The market conditions and customer requirements are such that if the products cannot be shipped to the customer on time, then they buy these products from other sources. the system works steadily and does not require adjustments. Minor fluctuations in demand also do not break the system's balance. The system works steadily and does not require adjustments. Minor fluctuations in demand also do not break the system's balance. Simulation of seasonal demand increase (40% seasonal upsurge) proved the rate of new production shifts is almost twice higher than that of demand and two times smaller than the production cycle length. The experiment draws us to the following conclusions. The first response to increased demand is the shrink of stocks due to the delivery delays because of the duration of production cycle. A natural reaction of the company to such sharp reduction in stocks is striving for extreme intensification in reply to the demand upsurge. This causes a multiplicative effect. Since the stocks are initially shrinking, the only way to meet such shortfall is to raise the production rate above the shipments rate. The production shall exceed the shipments rate by sufficiently in volume and time to replenish the stocks in full....

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Stakeholder management and CSR: questions and answers

Cited by 83 publications

References 3 publications

“It’s Like Hating Puppies!” Employee Disengagement and Corporate Social Responsibility

“It’s Like Hating Puppies!” Employee Disengagement and Corporate Social Responsibility

A Comparative Review on Company Specific Determinants for Sustainability Reporting in United Kingdom (UK) and Malaysia

Use of system dynamics tools in value-oriented approach in management

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