Value of corporate social responsibility for multiple stakeholders and social impact – Relationship marketing perspective

Pfajfar, Gregor; Shoham, Aviv; Małecka, Agnieszka; Zalaznik, Maja

doi:10.1016/j.jbusres.2022.01.051

Cited by 98 publications

(52 citation statements)

References 132 publications

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“…More importantly, when CCP is effective, the organization will gain legitimacy with outsiders. Currently, stakeholders care about the company’s image and its social impact (e.g., Pfajfar et al, 2022). When organizations have high levels of cross-cultural performance, they are likely to translate what is in their mission into action – a very desirable link that investors, employees, and clients want to see.…”

Section: Cross-cultural Performance Outcomesmentioning

confidence: 99%

Performing in diverse settings: A diversity, equity, and inclusion approach to culture

Feitosa

Hagenbuch

Patel

et al. 2022

Int'l Jnl of Cross Cultural Management

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Diversity, equity, and inclusion (DEI) are being built into the fabric of today’s organizations, and utilizing such a lens is vital to understanding cross-cultural performance. Yet, most of the culture and diversity literature has grown in silos and is therefore not leveraging the many benefits that their integration could provide. To counter this gap, we advance a theoretical framework featuring a new definition of cross-cultural performance (CCP) from a DEI perspective, as a new angle for doing work across cultures. Specifically, CCP is defined as the integration of multiple cultural perspectives of individuals who work together with the goal of enabling a diverse, inclusive, and equitable work environment. By applying the DEI lens to CCP, we elevate the meaning of performance due to added consideration of compositional differences, the possible barriers to employees’ success, and the extent to which others’ perspectives are indeed valued. Accordingly, our framework identifies three main components of CCP: catalyzing cultural differences, taking part in engaging communication, and promoting allyship activities. Furthermore, we specify emotional management as the glue of these three components, and key outcomes at different levels of analysis. Last, we discuss the implications of our framework to both theory and practice as well as directions for future research.

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Section: Cross-cultural Performance Outcomesmentioning

confidence: 99%

Performing in diverse settings: A diversity, equity, and inclusion approach to culture

Feitosa

Hagenbuch

Patel

et al. 2022

Int'l Jnl of Cross Cultural Management

View full text Add to dashboard Cite

show abstract

“…Nevertheless, more investigation on this topic is required, predominantly in evolving nations ( De Bakker, Groenewegen and Den Hond, 2005 ; Waheed et al, 2020a , Waheed et al, 2020b ). CSR is regarded as a wide-ranging domain and defined by the extent to which issues relating to corporate governance, legal compliance, community, workforce rights, environmental suitability, philanthropy, market relations, and remainder welfare practices ( Pfajfar et al, 2022 ). Organizations should take care of society which is a key part of CSR where certain authorities can perform their role to shape a better society by proving different safety rules and regulations for the individuals or stakeholders (J.…”

Section: Introductionmentioning

confidence: 99%

Determinants of CSR and green purchase intention: Mediating role of customer green psychology during COVID-19 pandemic

Ahmad

Jafar

Waheed

et al. 2023

Journal of Cleaner Production

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“…The socially responsible behavior of QPS companies is extremely important for society. Companies that do not systematically deal with corporate social responsibility (CSR) run the risk of lagging behind global trends [4][5][6].…”

Section: Introductionmentioning

confidence: 99%

Implementation of the concept of corporate social responsibility management for quasi-public sector companies

Bekenov

Dossova

2022

EEJET

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Corporate social responsibility affects the financial efficiency of the company, but this influence is most significant under certain environmental conditions, demonstrating a tendency to improve the situation in macroeconomics. However, the very mechanism of such influence remains unexplored. For the practical application of corporate social responsibility for the company’s benefit, it is important to connect corporate social responsibility indicators, environmental parameters with financial metrics. The research purpose is to justify the concept of adaptive management of corporate social responsibility for quasi-public sector companies in the context of macroeconomics changing factors. Research methodology: general scientific methods of cognition: comparison, analysis and synthesis, as well as system-situational, dialectical, abstract-theoretical, structural-functional, and systemic. The study hypothesized that by introducing the impact of the quality of CSR management on the financial performance of a quasi-public sector company, it is possible to provide a high gross domestic product growth rate. The concept of corporate social responsibility management for companies in the quasi-public sector has been developed. It was stated that the largest numerical values of the coefficients for 2018 and 2019 are more than 0.7 units. It was during those years, in accordance with the research results, that low (less than 6 %) inflation and a high GDP growth rate (more than 5 %) took place. Using the concept will make it possible to implement a systematic approach in the management of corporate social responsibility and ensure the conditions for achieving goals in the company of the quasi-public sector

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Value of corporate social responsibility for multiple stakeholders and social impact – Relationship marketing perspective

Cited by 98 publications

References 132 publications

Performing in diverse settings: A diversity, equity, and inclusion approach to culture

Performing in diverse settings: A diversity, equity, and inclusion approach to culture

Determinants of CSR and green purchase intention: Mediating role of customer green psychology during COVID-19 pandemic

Implementation of the concept of corporate social responsibility management for quasi-public sector companies

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