Transcending Transformation: Enlightening Endeavours at Tata Steel

Elankumaran, S.; Seal, Rekha; Hashmi, Anwar

doi:10.1007/s10551-005-3400-5

Cited by 13 publications

(12 citation statements)

References 1 publication

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“…Having become more exposed to global organizational fields, these companies are reframing such implicit practices in terms of explicit CSR. The Tata organization, which for one and a half centuries practiced implicit CSR (Elankumaran, Seal, & Hashmi, 2005), now operates a sophisticated system of what it calls sustainability management as a form of explicit CSR (Ararat, Colpan, & Matten, 2018;Tata & Matten, 2016).…”

Section: Explicitizationmentioning

confidence: 99%

Reflections on the 2018 Decade Award: The Meaning and Dynamics of Corporate Social Responsibility

Matten

Moon

2020

AMR

166

139

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We reflect on our 2008 article, "'Implicit' and 'Explicit' CSR: A Conceptual Framework for a Comparative Understanding of Corporate Social Responsibility," first recalling its origins. We contextualize this reflection piece with a stylized interpretation of CSR "then" (the turn of the twenty-first century) and "now" (2019). We then focus on two themes: CSR's meaning and its dynamics. Regarding the meaning of CSR, we indicate the advantages of our capacious CSR definition and elaborate on the underlying theorization of our CSR framework regarding corporations' need for legitimacy with their core stakeholders, societies they operate in, and regulators they are subject to. We propose that the configuration of these legitimacy relationships informs the nature and balance of implicit and explicit CSR. Turning to CSR dynamics, we build on research on the hybridization of implicit and explicit CSR and explore two underlying phenomena-explicitization and implicitization of CSR. We conceptualize explicitization as the process by which norms and rules associated with implicit CSR are adopted in explicit CSR policies, practices, and strategies. We conceptualize implicitization of CSR as the process by which norms and rules of business responsibility are informed by what were hitherto explicit CSR policies, practices, and strategies of corporations, and are built into general obligations of business.a These changes are discussed in the section titled "The Dynamics of CSR." 2020 9 Matten and Moon

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Section: Explicitizationmentioning

confidence: 99%

Reflections on the 2018 Decade Award: The Meaning and Dynamics of Corporate Social Responsibility

Matten

Moon

2020

AMR

166

139

View full text Add to dashboard Cite

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“…Several Indian firms-large, small, public, and privatehave explicitly stated that their CR is consistent with Gandhian trusteeship principles (Bimal and Puranik 2004;Elankumaran et al 2005;Mitra 2012;Sivakumar 2008). Cappelli et al (2010) also found that Indian business leaders have a sense of ''social mission'' that extends beyond many Western conceptions of CSR.…”

Section: Trusteeship At the Tata Groupmentioning

confidence: 98%

“…He selected many of his new ventures with the intent of helping India's development, focusing on three areas-steel, hydroelectric power, and technical education/research-in addition to building large textile mills, a luxury hotel, an international shipping line, and investing in basic agricultural research. His motto of ''what came from the people, must go back to them many times over'' remains ingrained in the Tata Group's activities (Elankumaran et al 2005).…”

Section: Trusteeship At the Tata Groupmentioning

confidence: 99%

Multi-Level Corporate Responsibility: A Comparison of Gandhi’s Trusteeship with Stakeholder and Stewardship Frameworks

2015

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Mohandas Karamchand ''Mahatma'' Gandhi discussed corporate responsibility (CR) and business ethics over several decades of the twentieth century. His views are still influential in modern India. In this paper, we highlight Gandhi's cross-level CR framework, which operates at institutional, organizational, and individual levels. We also outline how the Tata Group, one of India's largest conglomerates, has historically applied and continues to utilize Gandhi's concept of trusteeship. We then compare Gandhi's framework to modern notions of stakeholder and stewardship management. We conclude that trusteeship has strong potential to help firms and their stakeholders achieve shared value by (a) considering the interactions between individual, organizational, and institutional factors, and (b) paying attention to a range of multi-level (reciprocal) stakeholder obligations.

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“…Even though formal codes provide direction in ethical decision-making (Elankumaran, Seal, & Hashmi, 2005), an immediate and significant influence would be managers and peers. An individual's ethical definitions are generally learnt through socialisation (Zey-Ferrell, Weaver, & Ferrell, 1979).…”

Section: Immoral Leadershipmentioning

confidence: 99%

Predicting unwillingness to report ethical infractions of peers: A moderated mediation approach

Nair

Kamalanabhan

2011

IIMB Management Review

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In recent times, survey reports on ethical infractions at workplaces and instances of fraud have shocked and disappointed the corporate world and stakeholders alike. Several infractions however go unreported even in organisations which have ethical codes that offer a mechanism for reporting. This raises the question as to why employees pass off infractions as being 'all right' at work and how such attitudes affect their willingness to report and thereby curtail infractions. We posit organisational antecedents that may dissuade managers from reporting the ethical infractions of their peers and develop a moderated mediation model to explain which employees are more likely to refrain from reporting infractions, besides offering a possible solution to the problem.

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Transcending Transformation: Enlightening Endeavours at Tata Steel

Cited by 13 publications

References 1 publication

Reflections on the 2018 Decade Award: The Meaning and Dynamics of Corporate Social Responsibility

Reflections on the 2018 Decade Award: The Meaning and Dynamics of Corporate Social Responsibility

Multi-Level Corporate Responsibility: A Comparison of Gandhi’s Trusteeship with Stakeholder and Stewardship Frameworks

Predicting unwillingness to report ethical infractions of peers: A moderated mediation approach

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