Using Social Psychology to Explain Stakeholder Reactions to an Organization's Social Performance

Zagenczyk, Thomas J.

doi:10.1111/j.0045-3609.2004.00007.x

Cited by 9 publications

(5 citation statements)

References 4 publications

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“…Whereas some studies assimilate the concept of the firm’s “social performance” with “stakeholders’ satisfaction level” (e.g. Clarkson, 1995; Post et al , 2002; Zagenczyk, 2004), others hold that the two terms are related but should not be confused. The complexity of the relationship between the firm and stakeholders grounds separation of the two concepts, due fundamentally to the diversity of the socially responsible initiatives and heterogeneity of the interests of each specific interest group.…”

Section: Theoretical Foundationsmentioning

confidence: 99%

Reputation of multinational companies

Aguilera‐Caracuel

Guerrero‐Villegas

García‐Sánchez

2017

EJMBE

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Purpose The purpose of this paper is to use stakeholder theory as the theoretical reference framework to study the influence of internationalization (geographic international diversification) and social performance on multinational companies’ (MNCs) reputation. Design/methodology/approach The authors confirm the research hypotheses using a sample of 113 US MNCs in the chemical, energy and industrial machinery sectors during the period 2005-2010. Findings This study contributes to the literature in three ways. First, it incorporates literature on internationalization to study the possible connection between geographic international diversification and social performance in MNCs. Second, it sheds light on the debate between corporate social responsibility (CSR) and the reputation of MNCs in a very diverse transnational context in which MNCs must meet the needs of stakeholders at both local and global levels. Third, it incorporates the mediating role of social performance in the relationship between geographic international diversification and the firm’s reputation. Originality/value Prior studies have hardly analyzed this relationship, which becomes especially relevant for MNCs, since their implementation of advanced CSR practices in the different markets in which they operate will gain them a good reputation, not only in specific local contexts but also globally, benefitting the organization as a whole and enabling it to gain internal consistency (improvement in internal efficiency), transparency and legitimacy.

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Section: Theoretical Foundationsmentioning

confidence: 99%

Reputation of multinational companies

Aguilera‐Caracuel

Guerrero‐Villegas

García‐Sánchez

2017

EJMBE

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“…The main criticism is that it tends to measure corporate reputation by identifying stakeholders' perceptions of companies rather than corporate reputation itself (Cornelissen, 2000; Ferris et al , 2002; Wartick, 2002). This is because corporate reputation is seen as an end in itself rather than a means to achieving a particular form of supportive behaviour from the public (Cornelissen, 2000; Zagenczyk, 2004). This approach has resulted into a multiplicity of studies analysing the factors that determine the stakeholders' perceptions of companies.…”

Section: Corporate Reputation Measures and Stakeholder Decisionsmentioning

confidence: 99%

The role of the stakeholder perspective in measuring corporate reputation

Puncheva‐Michelotti

Michelotti

2010

Marketing Intelligence &Amp; Planning

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The aim of this paper is to develop an effective measure of corporate reputation when stakeholders are faced with different decision situations. Design/methodology/approach -The study research question was addressed using survey data from 500 respondents involved in four decision situations: purchasing products from a company, seeking employment, purchasing shares and supporting the operations of a company in their community.Findings -The findings suggest that corporate reputation is a situational construct which is continuously redefined by stakeholders according to the decision they are considering. Thus, companies may not have the same reputation when seeking different kind of support from stakeholders. Research limitations/implications -In order to generalise the findings, the collection of data by means of surveys of larger random samples from multiple countries are strongly encouraged. Practical implications -The paper contributes to the development of effective measures of corporate reputation for individuals who may have hybrid stakeholder identity and are involved in diverse decisions regarding companies. This contribution is valuable in that it can be used by managers and companies to establish more effective corporate communication strategies, which directly address the information needs of individuals considering different relationships with firms. Originality/value -The paper identifies the value placed on various reputation dimensions when individuals consider different relationships with companies. By doing so, we provide an innovative tool that can be utilised by marketing managers to measure the attractiveness of companies to potential consumers, employees, investors and community members.

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“…SCSR is likely to influence the internal and external stakeholders of an organisation (Werther and Chandler, 2010; Zagenczyk, 2004). Internally, implementing SCSR is expected to inspire all kinds of human resources involved in the organisation by encouraging employees and showing responsible management procedures (Carnahan et al , 2017).…”

Section: Strategic Corporate Social Responsibility Value Creation Csr Communication: a Virtuous Circlementioning

confidence: 99%

From strategic corporate social responsibility to value creation: an analysis of corporate website communication in the banking sector

Palazzo

Vollero

Siano

2020

IJBM

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PurposeIncreased public scrutiny and stakeholder pressure have given more importance to strategic corporate social responsibility (SCSR) and its three dimensions – orientation, process and value creation. At the same time, they provide banks the inspiration needed to pursue business goals, attain positive performances and communicate their social responsibility efforts. This paper analyses whether and how companies in the banking sector use corporate websites to communicate SCSR dimensions.Design/methodology/approachA content analysis was performed based on the corporate websites of leading banks included in the Dow Jones Sustainability World Index and the Hang Seng Corporate Sustainability Index to assess the prominence of SCSR communication.FindingsThe study shows that banks give less prominence to SCSR on corporate websites differently from companies belonging to other sectors, as they are less likely to expose their orientation to SCSR and pay slightly less attention to value creation than other companies.Practical implicationsThe paper provides theoretical insights into SCSR dimensions and how they are communicated on corporate websites. From a practical standpoint, the study provides guidance for managers in the banking sector aimed at improving their communication efforts, avoiding decoupling issues and adopting a consistent value creation perspective.Originality/valueFew studies have used a value creation perspective to differentiate between the dimensions of a SCSR approach. The paper fills this gap by assessing the communication efforts adopted by banks and insurance companies in this area.

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Using Social Psychology to Explain Stakeholder Reactions to an Organization's Social Performance

Cited by 9 publications

References 4 publications

Reputation of multinational companies

Reputation of multinational companies

The role of the stakeholder perspective in measuring corporate reputation

From strategic corporate social responsibility to value creation: an analysis of corporate website communication in the banking sector

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