Strengthening Stakeholder–Company Relationships Through Mutually Beneficial Corporate Social Responsibility Initiatives

Bhattacharya, CB; Korschun, Daniel; Sen, Sankar

doi:10.1007/s10551-008-9730-3

Cited by 767 publications

(756 citation statements)

References 77 publications

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“…values shown by superiors, subordinates or peers, indicating trickle-down, up and round effects within the organization). Similar effects were found for consumers who identify with a company's CSR activities (Bhattacharya et al, 2009). Moreover, research has shown that employees identify with their organization if they perceive that outsiders (e.g.…”

Section: Analysing Micro-level Interactions: Theoretical Inputs From supporting

confidence: 52%

Trickle Effects of Cross-Sector Social Partnerships

2010

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Cross-sector social partnerships are often studied from a macro and meso perspective, also in an attempt to assess effectiveness and societal impact. This paper pays specific attention to the micro perspective, i.e. individual interactions between and within organizations related to partnerships that address the 'social good'. By focusing on the potential effects and mechanisms at the level of individuals and the organization(s) with which they interact, it aims to help fill a gap in research on partnerships, including more insight into the process of interaction. We conceptually explore microlevel interactions, and how partnership effects may 'trickle down' (e.g. from management to employees), or 'trickle up' (from employees to management), or 'trickle round' (e.g. between employees). Based on literature from various disciplines, we discuss how more generic theories on social exchange and contagion, social learning and attraction-selection-attrition can help shed light on micro-level interactions in a partnership, considering in particular transmission mechanisms via employees, top and middle management, and customers. In this way, partnerships can have wider benefits, as individuals have multiple roles and effects at the micro level can spread to the meso and macro levels as well. Implications for research and practice are outlined.

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Section: Analysing Micro-level Interactions: Theoretical Inputs From supporting

confidence: 52%

Trickle Effects of Cross-Sector Social Partnerships

2010

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“…Researchers have suggested that companies with a socially responsible culture have an intangible asset to attract, retain, and engage the workforce (Bhattacharya, Korschun, & Sen, 2009). However, little is known about the outcomes of specific I-CSR investments in terms of costs and returns.…”

Section: Internal Corporate Social Responsibility (I-csr)mentioning

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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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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“…Waddock (2004), for example, defines CR as "the degree of (ir)responsibility manifested in a company's strategies and operating practices as they impact stakeholders and the natural environment day-to-day" (p. 10). This practical and insightful definition highlights a key characteristic of CR: It has an inclusive meaning that allows for and fosters research into the nature of a wide range of organizational behaviors and their impacts on stakeholders, and views CR not just as an outcome but as a process (Bhattacharya, Korschun, & Sen, 2009;Waddock, 2004), a theme repeatedly discussed in emerging findings in contemporary CR research.…”

Section: Time Period 2010 Onwardmentioning

confidence: 99%

Corporate Responsibility Research

Ghobadian

Money

Hillenbrand

2015

Group & Organization Management

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The concept of corporate responsibility (CR) has moved a long way over the past six decades, since Bowen's book titled Social Responsibilities of the Businessman marked a modern era of business and society research. In this article, we trace the development of business and society literature to provide contextual background to contemporary studies of CR. As well as looking backward, however, we also project forward arguing that fundamental changes in the current business environment are likely to propel CR to new heights in the future. In particular, we explore the mechanisms by which CR affects stakeholder behavior and suggest ways in which scholars and practitioners may want to apply advances from psychology to link CR strategy to human motivation and the notion of balance in organizations and society.

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Strengthening Stakeholder–Company Relationships Through Mutually Beneficial Corporate Social Responsibility Initiatives

Abstract: corporate citizenship, corporate social responsibility, relationship marketing, stakeholder management,

Cited by 767 publications

References 77 publications

Trickle Effects of Cross-Sector Social Partnerships

Trickle Effects of Cross-Sector Social Partnerships

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

Corporate Responsibility Research

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