Category Archives: Shared Value

Springer’s latest book on Strategic Management; Corporate Sustainability, Social Responsibility and Environmental Management

csr2This book provides a concise and authoritative guide to corporate social responsibility (CSR) and its related paradigms, including environmental responsibility, corporate sustainability and responsibility, creating shared value, strategic CSR, stakeholder engagement, corporate citizenship, business ethics and corporate governance, among others. It is primarily intended for advanced undergraduate and / or graduate students. Moreover, this publication is highly relevant for future entrepreneurs, small business owners, non-profit organisations and charitable foundations, as it addresses the core aspects of contemporary strategies, public policies and practices. It also features case studies on international policies and principles, exploring corporate businesses’ environmental, social and governance reporting.

Corporate Sustainability, Social Responsibility and Environmental Management: An Introduction to Theory and Practice with Case Studies – by Mark Anthony Camilleri,PhD (Edinburgh)

Google Scholar Citation

Google Books

The book includes a foreword by Professor Emeritus Archie B. Carroll, who is one of the pioneers of the CSR paradigm. It also features numerous endorsements from accomplished academic researchers:

“There’s a revolution taking place, one that’s percolating from the uncoordinated efforts of activist consumers/NGOs, regulators/moralists, and corporate/institutional investors. Mark Camilleri’s new book provides an excellent overview of the eclectic academic literature in this area, and presents a lucid description of how savvy companies can embed themselves in circular systems that reduce system-wide externalities, increase economic value, and build reputation. A valuable contribution.”

Charles J. Fombrun, Founder of Reputation Institute and a former Professor of Management at New York University and The Wharton School, University of Pennsylvania, USA.

 

“I am pleased to recommend Dr. Camilleri’s latest book, Corporate Sustainability, Social Responsibility, and Environmental Management. The book is a rich source of thought for everyone who wants to get deeper insights into this important topic. The accompanying five detailed case studies on a wide array of corporate sustainable and responsible initiatives are helpful in demonstrating how theoretical frameworks have been implemented into practical initiatives. This book is a critical companion for academics, students, and practitioners.”

Adam Lindgreen, Professor and Head of Department of Marketing, Copenhagen Business School, Denmark.

 

“This book is an essential resource for students, practitioners, and scholars. Dr. Mark Camilleri skillfully delivers a robust summary of research on the business and society relationship and insightfully points to new understandings of and opportunities for responsible business conduct. I highly recommend Corporate Sustainability, Social Responsibility, and Environmental Management: An Introduction to Theory and Practice with Case Studies.”

Diane L. Swanson, Professor and Chair of Distinction in Business Administration and Ethics Education at Kansas State University, KS, USA.

 

“Mark’s latest book is lucid, insightful, and highly useful in the classroom. I strongly recommend it.”

Donald Siegel, Dean of the School of Business and Professor of Management at the University at Albany, State University of New York, NY, USA.

 

“The theory and practice of corporate sustainability, social responsibility and environmental management is complex and dynamic. This book will help scholars to navigate through the maze. Dr Camilleri builds on the foundations of leading academics, and shows how the subject continues to evolve. The book also acknowledges the importance of CSR 2.0 – or transformative corporate sustainability and responsibility – as a necessary vision of the future.”

Wayne Visser, Senior Associate at Cambridge University, UK. He is the author of CSR 2.0: Transforming Corporate Sustainability & Responsibility and Sustainable Frontiers: Unlocking Change Through Business, Leadership and Innovation.

 

“Corporate Sustainability, Social Responsibility and Environmental Management: An Introduction to Theory and Practice with Case Studies” provides a useful theoretical and practical overview of CSR and the importance of practicing corporate sustainability.”

Geoffrey P. Lantos, Professor of Business Administration, Stonehill College. Easton, Massachusetts, USA.

 

“This book offers a truly comprehensive guide to current concepts and debates in the area of corporate responsibility and sustainability. It gives helpful guidance to all those committed to mainstreaming responsible business practices in an academically reflected, yet practically relevant, way.”

Andreas Rasche, Professor of Business in Society, Copenhagen Business School, Denmark.

 

“A very useful resource with helpful insights and supported by an enriching set of case studies”

Albert Caruana, Professor of Marketing at the University of Malta, Malta and at the University of Bologna, Italy.

 

“A good overview of the latest thinking about Corporate Social Responsibility and Sustainable Management based on a sound literature review as well as useful case studies. Another step forward in establishing a new business paradigm.”

René Schmidpeter, Professor of International Business Ethics and CSR at Cologne Business School (CBS), Germany.

 

“Dr. Camilleri’s book is a testimony to the continuous need around the inquiry and advocacy of the kind of responsibility that firms have towards societal tenets. Understanding how CSR can become a modern manifestation of deep engagement into socio-economic undercurrents of our firms, is the book’s leading contribution to an important debate, that is more relevant today than ever before”

Mark Esposito, Professor of Business and Economics at Harvard University, MA, USA.

 

“Mark’s book is a great addition to the literature on CSR and EM; it will fill one of the gaps that have continued to exist in business and management schools, since there are insufficient cases for teaching and learning in CSR and Environmental Management in Business Schools around the globe.”

Samuel O. Idowu, Senior Lecturer in Accounting at London Metropolitan University, UK; a Professor of CSR at Nanjing University of Finance and Economics, China and a Deputy CEO, Global Corporate Governance Institute, US

 

“Corporate Social Responsibility has grown from ‘nice to have’ for big companies to a necessity for all companies. Dr Mark Camilleri sketches with this excellent book the current debate in CSR and CSR communication and with his cases adds valuable insights in the ongoing development and institutionalization of CSR in nowadays business”.

Wim J.L. Elving, A/Professor at the University of Amsterdam, Netherlands.

Advertisements

Leave a comment

Filed under Business, Circular Economy, Corporate Governance, Corporate Social Responsibility, Corporate Sustainability and Responsibility, CSR, Google, Shared Value, Social Cohesion, Socially Responsible Investment, SRI, Stakeholder Engagement, sustainable development

Creating Shared Value in Tourism and Hospitality

csv-tourism

 

 

 

 

 

 

 

Excerpt from: Camilleri M.A. (2015) Responsible tourism that creates shared value among stakeholders. Tourism Planning and Development. 13 (2) 219-235. Taylor and Francis. DOI: 10.1080/21568316.2015.1074100 http://dx.doi.org/10.1080/21568316.2015.1074100


 

The sustainable and responsible environmental practices leverage the tourism enterprises’ performance as innovations can help them improve their bottom-line. This research indicated that the investigated organisations were increasingly pledging their commitment for discretionary investments in environmental sustainability, including; energy and water
conservation, alternative energy generation, waste minimisation, reducing, reusing and recycling policies, pollution prevention, environmental protection, carbon offsetting programmes and the like.

Some of the interviewees have proved that they were truly capable of reducing their operational costs through better efficiencies. Nevertheless, there may be still room for improvement as tourism enterprises can increase their investments in the latest technological innovations. This study indicates that there are small tourism enterprises that still need to realise the business case for responsible tourism (Camilleri, 2015). Their organisational culture and business ethos will have to become attuned to embrace responsible behavioural practices.

The governments may also have an important role to play in this regard. The governments can take an active leading role in triggering responsible behaviours. Greater efforts are required by governments, the private sector and other stakeholders to translate responsible tourism principles into policies, strategies and regulations (Camilleri, 2014).

Governments may give incentives (through financial resources in the form of grants or tax relief) and enforce regulation in certain areas where responsible behaviour is required. The regulatory changes may possibly involve the use of eco-labels and certifications. Alternatively, the government may encourage efficient and timely reporting and audits of sustainability (and social) practices.

The governments may provide structured compliance procedures to tourism enterprises. Responsible tourism practices and their measurement, reporting and accreditation should be as clear and understandable as possible. The governments’ reporting standards and guidelines may possibly be drawn from the international reporting instruments (e.g. ISO, SA, AA and GRI).

Nevertheless, it must be recognised that the tourism industry is made up of various ownership structures, sizes and clienteles. In addition, there are many stakeholder influences, which affect the firms’ level of social and environmental responsibility. Perhaps, there is scope in sharing best practices, even with rival firms. It is necessary for responsible businesses to realise that they need to work in tandem with other organisations in order to create shared value and to move the responsible tourism agenda forward. Therefore, this study’s findings encourage inter-firm collaboration and networking across different sectors of the tourism industry.

There are competitive advantages that may arise from creating and measuring shared value. Evidently, there is more to responsible tourism than, “doing good by doing well”. As firms reap profits and grow, they can generate virtuous circles of positive multiplier effects. This paper has indicated that the tourism enterprises, who engage themselves in responsible and sustainable practices, are creating value for themselves and for society. In conclusion, this research puts forward the following key recommendations for the responsible tourism agenda:

  • Promotion of laudable business processes that bring economic, social and environmental
    value;
  • Encouragement of innovative and creative approaches, which foster the right environment
    for further development and application of sustainable and responsible practices;
  • Enhancement of collaborations and partnership agreements with governments, trade
    unions and society in general, including the marketplace stakeholders;
  • Ensuring that there are adequate levels of performance in areas such as health and
    safety, suitable working conditions and sustainable environmental practices;
  • Increased awareness, constructive communication, dialogue and trust;
  • National governments may create a regulatory framework which encourages and
    enables the implementation of sustainable and responsible behavioural practices by
    tourism enterprises.

 

References

Camilleri, M. (2014). Advancing the sustainable tourism agenda through strategic CSR perspectives. Tourism Planning & Development, 11(1), 42-56.
Camilleri, M.A. (2015) The Business Case for Corporate Social Responsibility. In Menzel Baker, S. & Mason, M.(Eds.) Marketing & Public Policy as a Force for Social Change Conference. (Washington D.C., 4th June). Proceedings, pp. 8-14, American Marketing Association. DOI: 10.13140/RG.2.1.2149.8328 https://www.ama.org/events-training/Conferences/Documents/2015-AMA-Marketing-Public-Policy-Proceedings.pdf

Leave a comment

Filed under Corporate Social Responsibility, Corporate Sustainability and Responsibility, Shared Value, Stakeholder Engagement, sustainable development, tourism

Mark Camilleri edited a book on sustainable and responsible business

Dr Mark Anthony Camilleri, Ph.D. (Edinburgh) has recently edited a business textbook entitled; ‘CSR 2.0 and the New Era of Corporate Citizenship’.
csr
This contribution is an authoritative reference source (for the latest scholarly research) on the ways in which corporate entities can implement responsible strategies that create synergistic value for both businesses and society. The authors (hailing from leading European universities) contend that responsible behaviors in the realm of business continue to remain a crucial component of organizational development.
By exploring core aspects of contemporary corporate strategies, businesses can create more value through social welfare and sustainable initiatives. This publication features an extensive coverage across a wide range of perspectives and topics, including corporate citizenship, corporate sustainability and responsibility, stakeholder engagement, business ethics, public spending, total responsibility management and social value co-creation, among others.
This publication is ideally designed for students, academics and researchers seeking current concise and authoritative research on the business case for corporate social responsibility.

Chapter 1 presents a thorough literature review on corporate social responsibility and its other related constructs, including corporate citizenship, stakeholder engagement and business ethics. Hence, this chapter reports on how CSR has evolved to reflect the societal realities.

Chapter 2 reviews the different definitions of the corporate responsibility paradigms and draws comparisons between related concepts. The author contends that organization studies; economic, institutional, cultural and cognitive perspectives are shaping the corporate responsibility agenda. She cleverly presents the benefits of integrating multiple perspectives and discusses about the possible research avenues in the realms of corporate responsibility.

Chapter 3 suggests that the field of CSR is ushering a new era in the relationship between business and society. The author puts forward a Total Responsibility Management (TRM) approach that may be useful for business practitioners who intend adopting CSR behaviors. This chapter posits that CSR strategies including managing relationship with stakeholders will contribute to the companies´success and will also bring community welfare.

Chapter 4 focuses on the national governments’ regulatory role of raising awareness on CSR behaviors among businesses. The author suggests that there is scope for the state agencies to promote CSR as a business case for companies. She provides an outline of the current state of “supranational regulative policies on public procurement” within the European Union context.

Chapter 5 uses a stakeholder perspective to encapsulate the CSR concept. The authors investigated social value cocreation (SVCC) through a qualitative study among different stakeholders (customers, employees, and managers). They implied that businesses ought to clarify their motives, by opening channels of communication with stakeholders. This way, there will be a higher level of SVCC with increased (stakeholder) loyalty toward the firms.

Chapter 6 sheds light on Porter and Kramer’s (2011) shared value proposition. The author explains how collaborative stakeholder interactions could lead to significant improvements in the supply chain.

Chapter 7 involved a longitudinal study that investigated how four different State Owned Enterprises communicated with Māori communities between 2008 and 2013. This study contributes to the extant research on the legitimacy theory and CSR communication with ethnic minorities in the Aotearoa (New Zealand) context.

Chapter 8 links the CSR paradigm with risk management. The author suggests that Serbian businesses ought to adopt corporate sustainable and responsible approaches in terms of their disaster risk reduction prior to environmental emergencies.

Chapter 9 involved a quantitative analysis that explored the CSR practices within the hospitality industry. The authors suggested that there were distinct social and environmentally responsible behaviors in different geographical areas. They argued that institutions can take their results into account when drawing up policies that are aimed at fostering responsible tourism practices.

Chapter 10 examined how CSR communication of self-serving motives can lead to more trust and credibility among stakeholders as well as corporate reputation. The authors implied that the marketers should be aware of how the public perceive CSR behaviors.

Chapter 11 reports that corporate (or organizational) storytelling is increasingly being used as a promotional tool to communicate CSR information to stakeholders. The authors present four companies that have used storytelling with the aims of transmitting values, fostering collaboration, leading change and sharing knowledge on responsible practices.

Chapter 12 relates corporate sustainability to the construct of emotional capital. The authors maintain that emotional capital enables businesses to attract and retain talent. They maintain that there are significant improvements to the firms’ bottom lines If they invest in responsible human resources management.

Chapter13 suggests that the transition from the CSR to CSR 2.0 requires the adoption of five new principles – creativity, scalability, responsiveness, glocality and circularity. The authors posit that these principles ought to be embedded within the organizations’ management values and culture. The authors propose a new framework that can be used to manage the processes of socially responsible organizations.

Chapter 14 investigated the banks’ behaviors during the economic crisis in Turkey. The authors reported on the bank’s CSR strategies as they supported small and medium sized enterprises, as well as local communities during the financial turmoil.

Chapter 15 offers insights on sustainable tourism as the authors investigated the constraints that explain why an attitude–behavior gap exists in responsible tourists’ behaviors.

Chapter 16 examines three leading networks that are intended to promote corporate sustainability and responsibility. The author explores their growing influence as he reviews their objectives, organizational structures, types of activities, practices and impacts.

Further details on this contribution is available here: http://www.igi-global.com/book/csr-new-era-corporate-citizenship/166426


About the Editor:

Dr. Mark Anthony Camilleri is a resident academic in the Department of Corporate Communication at the University of Malta. He specializes in strategic management, stakeholder engagement, corporate social responsibility and sustainable business. Mark successfully finalized his PhD (Management) in three years’ time at the University of Edinburgh in Scotland – where he was nominated for his “Excellence in Teaching”. During the past years, Mark taught business subjects at under-graduate, vocational and post-graduate levels in Hong Kong, Malta and the UK.

Dr Camilleri has published his research in peer-reviewed journals, chapters and conference proceedings. He is also a member on the editorial board of Springer’s International Journal of Corporate Social Responsibility and a member of the academic advisory committee in the Global Corporate Governance Institute (USA). Mark is a frequent speaker and reviewer at the American Marketing Association’s (AMA) Marketing & Public Policy conference and in the Academy of Management’s (AoM) Annual Meeting.

The Authors’ Biographies

Ozan Nadir ALAKAVUKLAR is a lecturer in management at Massey University School of Management. His research interests are based on sustainability, community organizing and social movements.

Marcello ATZENI received his PhD at the University of Cagliari. His research interests are related to tourism authenticity and consumer behavior.

Elisa BARAIBAR DIEZ is a Lecturer in Business Administration at the University of Cantabria. Her fields of research are corporate transparency, CSR, corporate governance and reputation. She focuses on transparency and its effects not only in a business context but also in other contexts such as universities.

Jesús BARRENA MARTINEZ is an Assistant Professor postdoctoral in the Department of Business Management at the University of Cadiz. He has a PhD in the field of Economics and Business Management. His teaching and research interests include Human Resource Management, Corporate Social Responsibility and Intellectual Capital. He has presented papers at international and national conferences and published in journals such as Corporate Social Responsibility and Environmental Management, International Journal of Management and Enterprise Development, Journal of Human Values, Tourism and Management Studies and Intangible Capital.

Roland BERBERICH is Independent researcher in Project Management with additional MRes degree from Heriot Watt University. He has acquired more than 10 years of project experience.

Claudiu George BOCEAN is Associate Professor at and PhD supervisor Faculty of Economics and Business Administration within University of Craiova. In 2000, graduated Bachelor Degree, major in Accountancy and Informatics, Faculty of Economics, University of Craiova, Romania. In 2004, graduated Master program in Business Administration, Faculty of Economics, University of Craiova, Romania. In 2007, PhD in Economics, Faculty of Economics, University of Craiova, Romania. In 2015, Habilitation title in Management, Academy of Economic Sciences Bucharest, Romania. Since 2002 – present, teaching and researching in Faculty of Economics and Business Administration, University of Craiova on topics such as Human Resource Management, Corporate Social Responsibility, Organization Theory, Business Economics, and co-operating within projects with national and international universities and organizations.

Michael Devereux obtained both Master in Business Administration (MBA) from University of North Carolina at Wilmington and a Master in International Business from Universitat de Valencia. Prior to graduate school, he gained a Bachelor in Economics and Geography focusing on international economics and Central/South America from Weber State University. Additionally, he has studied in Costa Rica, and in Guatemala participating in a microfinance and economic development project for indigenous women in Guatemala. His current interests are focused on international affairs, humanitarian components, health and well-being, economic development, community engagement, energy and environmental sustainability.

José Ignacio ELICEGUI REYES is Graduate in Management Business Administration and Business Sciences, as well as he has studied a Masters in Human Resource Management at the University of Cadiz. Currently, he is studying a Masters in Teacher Training in Secondary Schools and High Schools, Vocational Training and Language Training for the specialty of Business Administration at the University of Cadiz. Also, he is developing his PhD in the Human Resource Management field.

Martina G. GALLARZA lectures in the Marketing Department of Universidad de Valencia (SPAIN). She has formerly taught at Universidad Católica de Valencia, where she was Dean of the Business Faculty. Her research interests include consumer behavior and tourism services. She has authored more than 40 articles (in Annals of Tourism Research, Tourism Management, Journal of Consumer Behavior, Journal of Services Marketing, International Journal of Hospitality Management, Journal of Hospitality Marketing and Management among others), and has presented more than 70 papers in Congresses (EMAC, MKT TRENDS Conference, AMA Servsig, ATMC). She teaches in several international masters in Europe (MTM in IGC at Bremen (Germany) and MAE at IGR-IAE Rennes (France). Guest scholar for short periods at Columbia University (New York City. USA), ESCP (France), Sassari University (Sardinia. Italia), Strathclyde University (Glasgow, UK), She is member of the American Marketing Association (AMA), Asociación Española de Marketing (AEMARK), Association Française de Marketing (AFM) and formerly of Association Internationale d’Experts Scientifiques en Tourisme (AIEST She is member of the Board of Directors of Pernod Ricard. S.A. since 2012.

Raquel GOMEZ LOPEZ is a Lecturer in Business Management at the University of Cantabria (Spain). Her current research interests include quality management, excellence models, responsible management, family firms, innovation, and tourism. Raquel’s works have been published in journals of international impact such as Cornell Hospitality Quarterly, Total Quality Management & Business Excellence and Journal of Small Business and Enterprise Development among others. She is also author of several chapters in various collective works and one book. She regularly participates in prestigious international and national conferences, such as those organized by FERC, IFERA and ACEDE.

Misra Cagla GUL is an Associate Professor of Marketing and the Vice Director of the Graduate School of Arts and Sciences at Isik University. She holds a PhD degree from Bogazici University, and an MBA degree from Georgia State University. She has published in the fields of marketing and consumer behavior in times of recession, corporate social responsibility, social marketing, status consumption, green consumer behavior and strategic marketing. She teaches various marketing courses including consumer behavior, advertising and services marketing, both at undergraduate and graduate levels. Her professional experience includes over 5 years in marketing in telecommunications and energy sectors. She has a B.Sc. degree in Industrial Engineering from Bogazici University.

Jose Ramon CARDONA received a doctorate in business economics from the University of the Balearic Islands in 2012. He worked as lecturer in marketing at the University of Zaragoza, Pablo de Olavide University and the University of the Balearic Islands. He’s a research associate of the research group Business Management and Tourist Destinations.

Giacomo DEL CHIAPPA is an assistant professor of marketing at the Department of Economics and Business, University of Sassari (Italy), and Associate Researcher at CRENoS. He is also a senior research fellow, School of Tourism and Hospitality, University of Johannesburg, South Africa. His research is related to destination governance and branding, consumer behavior, and digital marketing. He has published articles in several international journals, among others the International Journal of Hospitality Management, Journal of Services Marketing, Journal of Travel Research, International Journal of Tourism Research, International Journal of Contemporary and Hospitality Management, Current Issues in Tourism, and Information Systems and E-Business Management.

Michael DEVEREUX obtained both Master in Business Administration (MBA) from University of North Carolina at Wilmington and a Master in International Business from Universitat de Valencia. Prior to graduate school, he gained a Bachelor in Economics and Geography focusing on international economics and Central/South America from Weber State University. Additionally, he has studied in Costa Rica, and in Guatemala participating in a microfinance and economic development project for indigenous women in Guatemala. His current interests are focused on international affairs, humanitarian components, health and well-being, economic development, community engagement, energy and environmental sustainability.

José Luis FERNANDEZ SANCHEZ, PhD is a Professor of Business Administration at the University of Cantabria. He specializes in CSR, especially social investment.

Paul George HOLLAND, received a Bachelor in Business degree from the Manukau Institute of Technology, Auckland, New Zealand in 2012 and a Master of Business Studies from Massey University, New Zealand in 2015.

Mehmet KAYTAZ is currently professor of economics and the Dean of Faculty of Economics and Administrative Sciences at Işık University, Istanbul, Turkey. He holds a M.A. degree from the University of Manchester (1974) and Ph.D. from the University of Nottingham (1978). He was a faculty member of Boğaziçi University between 1978-2005.He served as President of State Institute of Statistics, Turkey; as Undersecretary of Treasury; as an alternate director in European Bank for Reconstruction and Development, and as Chairman of Board of Directors of Eregli Iron & Steel Factories. He has authored articles and books on small-scale enterprises, income distribution, economic growth, statistics, finance and education.

Valentín-Alejandro MARTINEZ FERNANDEZ is a Permanent Professor at University of A Coruña, Area of Marketing and Market Research. B.A. Information Sciences, Complutense University of Madrid. MBA Management and Business Administration, University of A Coruña. PhD. Information Sciences, Complutense University of Madrid.

Patricia MARTINEZ GARCIA DE LEANIZ is an Assistant Professor at the University of Cantabria (Spain). Her current research interests include corporate social responsibility, consumer behavior, corporate marketing and responsible management. Her research focuses on theoretical and empirical studies in the tourism sector. Patricia’s works have been published in journals of international impact such as International Journal of Hospitality Management, Journal of Business Ethics, International Journal of Contemporary Hospitality Management and Journal of Travel and Tourism Marketing among others. She is also author of several chapters in various collective works and one book. She regularly participates in prestigious international and national conferences, such as those organized by EMAC, AEMARK and ACEDE.

Lars MORATIS is an expert in corporate social responsibility (CSR) affiliated with Antwerp Management School in Belgium as the Academic Director of the Competence Center Corporate Responsibility and with the NHTV University of Applied Sciences in The Netherlands as Professor of Sustainable Business. His research interests lie in the credibility of corporate CSR claims, ISO 26000, CSR strategy, CSR implementation, responsible management education and critical perspectives on CSR. His other interest is the psychology of sustainability. He received an MSc in Business Administration from Erasmus University Rotterdam School of Management and his PhD from the Open University the Netherlands. His PhD dissertation on ISO 26000 carried the title ‘Standardizing a better world? Essays and critical reflections on the ISO 26000 standard for corporate social responsibility’. He publishes on his research interest in both scientific and practitioner-oriented journals and book chapters. He has written several books, among which is ‘ISO 26000: The business guide to the new standard on social responsibility’.

María D. ODRIOZOLA (PhD) is a Lecturer in Business Administration at the University of Cantabria. Her research focuses on Human Resources Management and CSR. Particularly, she is specialized in labor social responsibility practices.

Mariella PINNA is a Research Fellow at the University of Sassari where she teaches in the area of “Ethics”. Her research interest is related to ethical consumption and consumer behavior.

Vesela RADOVIC is an associate professor, works in the Institute for Multidisciplinary Research, Belgrade University, Serbia. Dr. Radovic has an MPH in fire safety protection and a PhD in safety, protection and defense from the Faculty of Safety in Belgrade. She has a long record of experience in the area of disaster management. As an expert in the area of disaster management she prepared the handbook, Methodology of Risk Assessment and Emergency Management Planning at the Local Level. This manual was a part of the activities of the USAID, Serbia Preparedness, Planning and Economic Security Program, implemented by the DAI/Washington. She spent a year with the Fulbright/Hubert Humphrey Fellowship, at Tulane University, School of Public Health and Tropical Medicine, Department of International Health and Development, New Orleans, LA. During that year in USA her focus was on public policy making and emergency preparedness. Dr. Radovic will focus her future activities in academic community in order to share acquired knowledge to help her country, Serbia in supporting the necessary reforms in the context of Euro-Atlantic Integrations.

Amir Hossein RAHDARI is one of the top 25 youngest Sustainable Business professionals (2degrees). He is the director of research at Corporate Governance and Responsibility Development Centre, an external reviewer to several Int. peer-reviewed journals (JCR and Scopus indexed), a research contributor to CSRI and some other leading platforms. He is also an independent research & consultant and a member of several leading panels on sustainability including GBI Panel (US), NG Panel (UK), Ministry of Petroleum CSR Committee (Iran).

Pedro M. ROMERO FERNANDEZ is a Professor in the Department of Business Management at the University of Cadiz. His teaching experience (more than 15 years) spans the broad range of strategy, human resources and management. He has published his work in the field of HRM in peer-reviewed top national and international journals, such as the International Journal of Human Resource Management, British Journal of Management, Journal of Business Research and Journal of Business Ethics.

María Dolores SANCHEZ FERNANDEZ is a PhD “Competitiveness, Innovation and Development” and a Lecturer at the University of la Coruña (Spain), Faculty of Economics and Business, Department of Analysis and Business Management, Business Organization area. She is also part of the GREFIN (University of A Coruña) and GEIDETUR (University of Huelva) research groups and associate researcher at the Centre of CICS.NOVA.UMinho and Lab2PT research at the University of Minho, GEEMAT (Brazil) and REDOR Network (Mexico). She has been the author or co-author of several articles published in indexed journals. She has participated in over 100 communications in national and International conferences and is a member of the scientific committee. She reviews international scientific magazines in Spain, United States and Brazil. Her main research topics are: Corporate Social Responsibility, quality, tourism, the hotel industry and human resources.

Katharina SARTER is an Ailsa McKay Postdoctoral Fellow at Glasgow Caledonian University. Previously Research Fellow at Bielefeld University, University of Muenster, and University of Rostock as well as Bernheim Postdoctoral Fellow at the Hoover Chair of Economic and Social Ethics at the Catholic University of Louvain and Visiting Scholar at the Public Procurement Research Group at the School of Law of the University of Nottingham.

Catalina SITNIKOV is Professor at University of Craiova (Romania), Faculty of Economics and Business Administration. She has PhD title in Management since 2000, Habilitation title in Management since 2014 and since February 2015 is PhD supervisor in Management. For 3 years activated as Visiting Lecturer at Helsinki University of Technology, Lahti Center (Finland). Since 1995, she has been teaching undergraduate, master and PhD students. She teaches Quality Management, Total Quality Management and Management. Her main research areas include: management, strategic management, and mostly quality management, instruments and models specific to the stages of quality planning, control and improvement, quality management strategies, ISO standards, CSR from the perspective of specific standards and instruments.

Marius Sorin TUDOR holds a PhD from the Faculty of Economics and Business Administration within University of Craiova. In 1998, graduated Bachelor Degree, major in Accountancy and Informatics, Faculty of Economics, University of Craiova, Romania, In 2001, graduated Master program in Business Administration, Faculty of Economics, University of Craiova, Romania In 2008, PhD in Economics, Faculty of Economics, University of Craiova, Romania Since 2006 – present, teaching and researching in Faculty of Economics and Business Administration, University of Craiova on topics such as Project Management, Environmental Economics, Marketing public, Methods and techniques for decision-making in public organizations, Media management. Since 2015 – present, Manager of Universitaria – Publishing house within University of Craiova.

Başak UCANOK TAN received her B.A. degree in Business Administration from Başkent University. Upon her graduation she was granted the Sunley Management Scholarship and completed MSc in International Management from the University of Northampton, UK. Her master’s dissertation focused on the adverse psychological effects of financial crises on layoff survivors. She continued her academic pursuits in Marmara and Istanbul Bilgi University and earned her PhD in Organizational Behavior with her dissertation on the investigation of organizational citizenship behaviors in Turkish SMEs. Her academic research focus concentrates on the dynamics of micro organizational phenomena including work values, organizational citizenship behavior, organizational commitment, alienation, leadership and cooperative behavior. She has served as coordinator in Public Relations program in Istanbul Bilgi University from 2010 to 2012 and has recently became Associate Professor.

Anya Catharina Eva ZEBREGS is a master student at University of Amsterdam. Last January she completed her masters in Business Administration and currently she is writing her thesis for the Social Psychology masters. The two masters complement each other very well; she gathered knowledge about consumers, organizations, groups of people and how to influence them and combined this with strategic and economic knowledge. She is interested in marketing and consultancy and after her internship, which will start this September, she would like to find a job in either marketing or consultancy. Further, Anya has always been very interested in CSR and the non-profit market, one of the reasons why she chooses to write her first master thesis about CSR. Further, she is president of the board of SOLVE Consulting Amsterdam. SOLVE is a professional student consultancy organization active in social enterprise consulting. The organization advises non-profits and social enterprises in their efficiency and effectiveness.

Leave a comment

Filed under Business, Corporate Governance, Corporate Social Responsibility, Corporate Sustainability and Responsibility, CSR, responsible tourism, Shared Value, Small Business, SMEs, Stakeholder Engagement, sustainable development

The Responsible Supply Chain Management and its effect on Corporate Reputation

supply chain(image source: Carlson School of Management, University of Minnesota)

 

Corporate reputation has often been defined as “a set of attributes ascribed to a firm, that is inferred from the firm’s past actions” (Weigelt & Camerer, 1988, p. 443). Fombrun and Shanley (1990) argued that reputation “signals publics about how a firm’s products, jobs, strategies and prospects compare to those of competing firms” (p. 233). The value of reputation has been subject to extensive research, which has highlighted that reputation influences the stakeholders’ perceptions (Money, Hillenbrand & Downing, 2011), the customers’ choices and their purchase intentions (Keh & Xie, 2009; Siegel & Vitaliano, 2007; Mohr & Webb, 2005) Therefore, corporate reputation is related to corporate financial performance (Camilleri, 2012; Flanagan, O’Shaughnessy, & Palmer, 2011). Much of the work on corporate social–financial performance also implicitly assumes that this relationship is positive, because an improved reputation facilitates revenue and profit growth (Orlitzky et al., 2003; Surroca, Tribó & Waddock,. 2010).

Extant work suggests that reputation is important because it establishes credibility (Greyser, 1999; Herbig et al., 1994). The notion that reputation is related to credibility has also been noted in the wider corporate social (and environmental) responsibility literature. McWilliams and Siegel (2001) argued that building a reputation of ‘responsibility’ can signal an improved reputation (Husted & Allen, 2007; Brammer & Millington, 2005; McWilliams & Siegel, 2001; Fombrun & Shanley, 1990). Hence, responsible corporate behaviour “builds trust and enhances the firm’s reputation, which in turn attracts customers, employees, suppliers and distributors, not to mention earning the public’s goodwill” (Lantos, 2001, p. 606). In a similar vein, Lewis (2003) also held that responsible behaviours can establish trust and ultimately develop a company’s reputation. Social and environmental activities not only can enhance the reputation of the firm, but also enhance the goodwill trust of stakeholders (Carlisle and Faulkner, 2005; Siltaoja, 2006).
Therefore, corporate reputation is fundamentally a signal to stakeholders (Ponzi, Fombrun & Gardberg, 2011) and is particularly important in markets where there is imperfect information (Hoejmose et al., 2014.; Weigelt & Camerer, 1988). The market signals, including engagement in social and environmental issues could help to improve corporate image (McWilliams & Siegel, 2001; Bagnoli & Watts, 2003).

Markley and Davis (2007) also noted that responsible behaviours could send positive market signals to a range of stakeholders. Today’s firms are expected to implement responsible supply chain practices. If they won’t they run the risk of damaging their reputation and image among their stakeholders. Hence, there is scope for firms to implement socially and environmentally responsible practices in their supply chains (Ansett, 2007). Responsible supply chain management encapsulates social issues (e.g. child labour, working conditions, human rights et cetera) and / or environmental matters (e.g. environmental protection, waste management, recycling, reusing natural resources et cetera) (Hoejmose et al., 2013; Carter & Rogers, 2008; Seuring & Muller, 2008). Such responsible behaviours shield the firms from negative media attention and consumer boycotts (Hoejmose et al., 2013). The companies’ stronger engagement in socially responsible supply chain management enables them to manage exposure to risk (Tate et al, 2010; Van De Ven & Jeurissen, 2005). Thus, the businesses’ stakeholder engagement and their responsible procurement of materials and products is linked to corporate reputation, which in turn allows them to target discerning customer groups (Phillips & Caldwell, 2005; Roberts, 2003).

Kleindorfer, Singhal, and Wassenhove (2005) suggested that responsible supply chain practices can lead to increased profitability, as customer satisfaction and loyalty will improve as a result of a stronger reputation. Therefore, firms risk losing customers to rival companies over time, particularly if they fail to be responsible in their supply chain. In fact, Harwood & Humby (2008) findings suggested that suppliers were adhering to specific corporate social responsibility (CSR) requirements in order to reduce their exposure to risk. It may appear that the real value of social and environmental management is perhaps not from its role in enhancing reputation, but more about protecting it. This reflects Burke’s (2011) argumentation as he suggested that a firm’s corporate reputation is enhanced through positive actions, the programmes they implement and the other tangible things that they do.

Therefore, the distinction between reputation protection and enhancement is subtle, but important. Corporate reputation protection is concerned with evidencing the firms’ efforts to meeting the stakeholders’ expectations, whilst reputation enhancement goes beyond a purely evidential basis to encompass embedded practice. Corporate reputation protection occurs when firms can prove to stakeholders that they took reasonable steps to prevent an incident from happening (Coombs, 2014). In fact, corporate reputations could be easily jeopardised by irresponsible supply chain practices which may “directly harm business contracts, marketing, and sub-sourcing, and damage the corporation’s brands and the trust they have established with their business customers” (Lee & Kim, 2009, p. 144). These companies’ failure to manage their supply chain in a responsible manner could result in negative repercussions for their organisational performance. Conversely, the corporations’ reputation and credentials in socially responsible supply chain management could lead them to achieve a competitive advantage (Ansett, 2007; McWilliams et al., 2006).

Leave a comment

Filed under Business, Corporate Social Responsibility, Corporate Sustainability and Responsibility, Shared Value, Stakeholder Engagement

Call for Chapters on CSR

Corporate  Sustainability and Responsibility: The New Era of Corporate Citizenship
CSR Chapter
 This edited book will be published by IGI Global (USA)
Proposals Submission Deadline: January 31, 2016
Full Chapters Due: April 30, 2016
Submit your Chapter here.

 

 

Introduction

The contemporary subject of Corporate Social Responsibility (CSR) has continuously been challenged by those who want corporations to move beyond transparency, ethical behavior and stakeholder engagement. Today, responsible behaviors are increasingly being embedded into new business models and strategies that are designed to meet environmental, societal and governance deficits.

This book builds on the previous theoretical underpinnings of the corporate social responsibility agenda, including Corporate Citizenship (Carroll, 1998; Waddock, 2004; Matten and Crane, 2004), Creating Shared Value (Porter and Kramer, 2011; 2006), Stakeholder Engagement (Freeman, 1984) and Business Ethics (Crane and Matten, 2004) as it presents the latest Corporate Sustainability and Responsibility (CSR2.0) perspective. The CSR2.0 notion is increasingly being recognized as a concept that offers ways of thinking and behaving that has potential to deliver significant benefits to both business and society (The International Conference(s) on Corporate Sustainability and Responsibility, organized by the Humboldt University Berlin in 2014, 2016).

This ‘new’ proposition is an easy term that may appeal to the business practitioners as it is linked to improvements in economic performance, operational efficiency, higher quality, innovation and competitiveness. At the same time it raises awareness on responsible behaviors. Therefore, CSR2.0 can be considered as strategic in its intent and purposes, as businesses are capable of being socially and environmentally responsible ‘citizens’ as they pursue their profit-making activities.

 

Objective

 This book is a concise and authoritative guide to students and well-intended professionals. CSR is moving away from ‘nice-to-do’ to ‘doing-well-by-doing-good’ mantra. This contribution covers many aspects of Corporate Sustainability and Responsibility (CSR2.0).

It will include relevant theoretical frameworks and the latest empirical research findings in the area. It shall provide thorough understanding on corporate social responsibility, sustainability, stakeholder engagement, business ethics and corporate governance. It also sheds light on environmental, social and governance (ESG) disclosures and sustainability reporting; CSR and digital media, socially responsible investing (SRI); responsible supply chain management; the circular economy, responsible procurement of sustainable products; consumer awareness of sustainability / eco labels; climate change and the environmental awareness; CSR in education and training; and responsible behaviors of small enterprises among other topics.This publication will explain the rationale for CSR2.0 as a guiding principle for business success. It shall report on the core aspects of contemporary strategies, public policies and practices that create shared value for business and society.

References

Carroll, A. B. (1998). The four faces of corporate citizenship. Business and society review, 100(1), 1-7.

Crane, A., & Matten, D. (2004). Business ethics: A European perspective: managing corporate citizenship and sustainability in the age of globalization. Oxford: Oxford University Press.

Freeman, R. Edward (1984). Strategic Management: A stakeholder approach. Boston: Pitman. ISBN 0-273-01913-9.

Matten, D., & Crane, A. (2005). Corporate citizenship: Toward an extended theoretical conceptualization. Academy of Management review, 30(1), 166-179.

Porter, M. E., & Kramer, M. R. (2006). The link between competitive advantage and corporate social responsibility. Harvard business review, 84(12), 78-92.

Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard business review, 89(1/2), 62-77.

Waddock, S. (2004). Parallel universes: Companies, academics, and the progress of corporate citizenship. Business and society Review, 109(1), 5-42

 

Target Audience

This book introduces the concept of corporate sustainability and responsibility (CSR2.0) to advanced undergraduate and / or post graduate students in a structured manner. It is also relevant to policy makers, business professionals, small business owners, non-profit organizations and charitable foundations.

 

Recommended Topics

• Theoretical Underpinnings on Corporate Sustainability and Responsibility;
• The Evolution of Corporate Sustainability and Responsibility;
• International Policies and Regulatory Instruments for Engagement in Corporate Sustainability and Responsibility;
• Responsible Corporate Governance and Sustainable Business;
• Environmental, Social and Governance (ESG) Disclosures of Sustainable and Responsible Businesses;
• Corporate Citizenship and Sustainable Business;
• Socially Responsible Investing (SRI) for Sustainable Business;
• Responsible Supply Chain Management for Sustainable Business;
• Responsible Procurement of Sustainable Products;
• Corporate Sustainability and Responsibility Communications;
• Corporate Sustainability and Responsibility Reporting and Digital Media;
• Consumer Awareness of Sustainable Products and Responsible Businesses;
• The Use of Eco labels by Responsible Businesses;
• Global Issues, Climate Change and the Environmental Awareness of Sustainable and Responsible Businesses;
• Corporate Sustainability and Responsibility Initiatives in Education and Training;
• Corporate Sustainable and Responsible Behaviors;
• The Business Case for Responsible Behaviors among Small and Medium-Sized Enterprises.

 

Submission Procedure

Researchers and practitioners are invited to submit on or before January 31, 2016, a chapter proposal of 1,000 to 2,000 words clearly explaining the mission and concerns of his or her proposed chapter. Authors will be notified by February 15, 2016 about the status of their proposals and sent chapter guidelines. Full chapters are expected to be submitted by April 30, 2016, and all interested authors must consult the guidelines for manuscript submissions at http://www.igi-global.com/publish/contributor-resources/before-you-write/ prior to submission. All submitted chapters will be reviewed on a double-blind review basis. Contributors may also be requested to serve as reviewers for this project.

Note: There are no submission or acceptance fees for manuscripts submitted to this book publication, CSR 2.0 and the New Era of Corporate Citizenship. All manuscripts are accepted based on a double-blind peer review editorial process.
All proposals should be submitted through the E-Editorial DiscoveryTM online submission manager.

 

Publisher

This book is scheduled to be published by IGI Global (formerly Idea Group Inc.), publisher of the “Information Science Reference” (formerly Idea Group Reference), “Medical Information Science Reference,” “Business Science Reference,” and “Engineering Science Reference” imprints. For additional information regarding the publisher, please visit http://www.igi-global.com. This publication is anticipated to be released in 2016.

Important Dates

January 31, 2016: Proposal Submission Deadline

February 15, 2016: Notification of Acceptance
April 30, 2016: Full Chapter Submission
June 30, 2016: Review Results Returned
July 31, 2016: Final Acceptance Notification
August 15, 2016: Final Chapter Submission

 

For Further Inquiries:

Mark Anthony Camilleri, Ph.D.

Department of Corporate Communication

Faculty of Media & Knowledge Sciences

Room 603, MaKS Building

University of Malta

Msida, MSD2080

MALTA

Tel: +356 2340 3742

Mob: +356 79314808

Email: Mark.A.Camilleri@um.edu.mt

Leave a comment

Filed under Circular Economy, Corporate Social Responsibility, Corporate Sustainability and Responsibility, CSR, Shared Value, Social Cohesion, Stakeholder Engagement

Closing the loop of the Circular Economy

In the past, economic models were mostly built on the premise of ‘take-make-consume and dispose” pattern of growth (EU, 2015). Businesses and industries have customarily followed such a linear model that assumed that resources are abundant, available and cheap to dispose of; as every product is usually bound to reach its ‘end of life’. At the same time, when products worn out or are no longer desired, they are often discarded as waste.

 

 

Industrial and mining activities are causing resource depletion and pollution problems (Prior, Giurco, Mudd, Mason and Behrisch, 2012). Notwithstanding, it is envisaged that the reserves of some of globe’s key elements and minerals shall be depleted within the next 50 years or so (Shrivastava, 1995).

Moreover, land degradation is constantly impacting on the natural environment, as arable land continues to disappear. Improper disposal of hazardous waste in landfills could cause health risks for nearby residents and animals (McKinney, Kick and Cannon, 2015).

Incineration of waste products also creates the need to dispose of residual toxic metals, including lead and mercury, which in turn bring problems of groundwater contamination (Singh, Singh, Araujo, Ibrahim and Sulaiman, 2011).

In addition, plastic waste dumped into the ocean is responsible for the deaths of millions of fish, seabirds, and sea mammals, annually (Barnes, Galgani, Thompson and Barlaz, 2009).

Furthermore, the warming of the earth’s climate, that is one of the outcomes of carbon emissions from fossil fuels, is yet another serious problem facing today’s society (Levitus, Antonov, Boyer, Baranova, Garcia, Locarnini and Zweng, 2012).

The world’s growing populations and their increased wealth is inevitably leading to greater demands for limited and scarce resources. Twenty five years ago, Granzin and Olsen (1991) reported that the US municipalities were already running out of landfills. Today, Americans are generating around 251 million tons of trash (EPA, 2012). In a similar vein, every person in Europe consumes more than 4.5 tonnes of waste (EU, 2015).

These contentious issues underline the perennial conflict between economic development and environmental protection. It may appear that the extant economic models seem to rely too much on resource extraction and depletion. If solutions are to be found, the public must be encouraged to alter a number of its irresponsible behaviors (Williams and Zinkin, 2008). There could be scope in using resources more efficiently; as better eco-designs, waste prevention and reuse of materials can possibly bring net savings for businesses, while also reducing emissions.

Perhaps, policy makers could elicit certain behavioral changes that will close the loop of the circular economy. Their responsible proposals  may be presented as voluntary principles or could even be mandated by legislation – in some contexts. Regulatory tools and guidelines will help to bring further improvements in the organisations’ operational procedures, for the benefit of all stakeholders (Camilleri, 2015).

The basis of the circular economy lies in extracting the embedded costs of resources; through re-using, repairing, refurbishing and recycling materials and products throughout their life cycle. Arguably, what was used to be regarded as ‘waste’ could be turned into a valuable resource for business and industry.

In sum, this contribution presents the business case for resource efficiency that could possibly bring a new wave of smart, sustainable growth and competitiveness.

 

References

Barnes, D. K., Galgani, F., Thompson, R. C., & Barlaz, M. (2009). Accumulation and fragmentation of plastic debris in global environments. Philosophical Transactions of the Royal Society B: Biological Sciences, 364(1526), 1985-1998.

Camilleri, M.A. (2015) “Valuing Stakeholder Engagement and Sustainability Reporting”. Corporate Reputation Review, Vol. 18 (3) 210-222

EPA (2012) Municipal Solid Waste Generation, Recycling, and Disposal in the United States: Facts and Figures for 2012. United States Environmental Protection Agency. http://www3.epa.gov/epawaste/nonhaz/municipal/pubs/2012_msw_fs.pdf retrieved on 03rd November 2015.

EU (2015) Moving towards a circular economy. European Commission, Brussels. http://ec.europa.eu/environment/circular-economy/index_en.htm accessed on the 01st November 2015.

Levitus, S., Antonov, J. I., Boyer, T. P., Baranova, O. K., Garcia, H. E., Locarnini, R. A., … & Zweng, M. M. (2012). World ocean heat content and thermosteric sea level change (0–2000 m), 1955–2010. Geophysical Research Letters, 39(10).

McKinney, L., Kick, E., & Cannon, C. (2015). A Human Ecology Approach to Environmental Inequality: A County-Level Analysis of Natural Disasters and the Distribution of Landfills in the Southeastern United States. Human Ecology Review, 21(1), 109.

Singh, R. P., Singh, P., Araujo, A. S., Ibrahim, M. H., & Sulaiman, O. (2011). Management of urban solid waste: Vermicomposting a sustainable option. Resources, Conservation and Recycling, 55(7), 719-729.

Shrivastava, P. (1995). Ecocentric management for a risk society. Academy of management review, 20(1), 118-137.

Williams, G., & Zinkin, J. (2008). The effect of culture on consumers’ willingness to punish irresponsible corporate behaviour: applying Hofstede’s typology to the punishment aspect of corporate social responsibility. Business Ethics: A European Review, 17(2), 210-226.

Leave a comment

Filed under Circular Economy, Corporate Sustainability and Responsibility, CSR, Shared Value

Corporate Social Responsibility for Business and Educational Outcomes

trngExcerpt from one of my recent chapters, entitled;

“Re-conceiving Corporate Social Responsibility Programmes for Education”

 

During their learning journey, individuals acquire knowledge and skills that ought to be relevant for their career endeavours. The provision of quality education and its assurance is the responsibility of national governments. Yet, business and industry also offer training to human resources that supplements formal education. Very often, educators are expected to respond to challenging issues such as skill shortages and mismatches where candidates lack certain competencies although they attended compulsory education (Allen and De Weert, 2007). Their knowledge and skills may be too deep to bridge through corporate training sessions. Perhaps, there is an opportunity for global businesses to compensate for this deficiency in the education (Gibb, 1993). Corporations can shift their operations where it is viable for them to tap qualified employees. However, the constraints on their growth can be halted by the broad impact of inadequate education and training in some industries or regions. In this light, this chapter contends that big businesses may become key players in addressing unmet needs in education. Several companies have the resources and the political influence to help improve educational outcomes; which will in turn help them cultivate local talent. Leading businesses are already devising corporate social responsibility (CSR) programmes that are actively supporting education across many contexts.

Therefore, this chapter redefines the private sector’s role in the realms of education. It posits that there are win-win opportunities for companies and national governments as they nurture human capital. Indeed, companies can create synergistic value for both business and society (Camilleri, 2015a). In the main, such a strategic approach may result in new business models and cross-sector collaborations that will inevitably lead to operational efficiencies, cost savings and significant improvements to the firms’ bottom lines (Pearce and Doh, 2012; Porter and Kramer, 2011). Notwithstanding, this contribution suggests that the businesses’ involvement in setting curricula may also help to improve the effectiveness of education systems in many contexts (Azevedo, Apfelthaler and Hurst, 2012; Seethamraju, 2012). Businesses can become key stakeholders in aligning educational programmes with their human capital requirements in the job market (Walker and Black, 2000). There is a possibility that their CSR programmes reconnect their economic success with societal progress.

Corporate Social Responsibility and Human Resources Management

Many companies are gaining a high reputation in corporate social and responsibility. While the cause marketing of the past primarily targeted consumers in sales transactions, today’s cause marketing is often concerned with the company’s strongest ambassadors — its employees (Kotler and Lee, 2008). Undoubtedly, businesses are contributing to the well-being of their human resources and the surrounding communities. Yet, other firms may resort to CSR and greenwashing to generate publicity and positive impressions among stakeholders (Visser, 2011; Jahdi and Acikdilli, 2009). Many academics, argue that the most successful CSR strategy is to align a company’s social and environmental activities with its business purpose and values (Visser, 2011; Porter and Kramer, 2011). Responsible actions have the power to reconceive the organisations’ purpose and values toward society. The first step towards developing a CSR mentality is to re-define the principles of the company. Arguably, the role of senior management is crucial in instilling an ethos for genuine CSR behaviours among employees.

Businesses know that prospective employees consider a variety of factors as they evaluate careers. Some individuals value financial incentives, including salary, bonus potential and benefits (Gerhart and Fang, 2014; Bloom and Milkovich, 1998). Others may focus on professional development, advancement opportunities and location (Kehoe and Wright, 2013; Hunt and Michael, 1983). However, only recently multinational companies seem to realise that through CSR they can better engage with their employees (Bhattacharya, Sen and Korschun, 2008). Evidently, CSR can provide incentives to employees that may potentially be even more alluring than money (Branco and Rodrigues, 2006).

Socially Responsible HRM affects employee task performance and extra-role helping behaviour (Shen and Benson, 2014; Korschun, Bhattacharya and Swain, 2014). In fact, their empirical results indicated that CSR that is directed toward employees is an indirect predictor of individual task performance and extra-role helping behaviour. Another study by Deloitte (2004) has yielded very similar results. 72% of US respondents indicated that they would opt to work for a company that also supports charitable causes; if they had to choose between two jobs offering the same location, job description, pay, and benefits. According to this study, the majority of the youngest survey participants have indicated that their decision to work for their current employer was based on company culture or reputation (Pfeffer, 2007; Deloitte, 2004). Evidently, these respondents also valued the opportunities for growth and development as well as their salary and benefits package. This Deloitte study has indicated that the corporate social responsibility agenda will remain relevant for tomorrow’s business leaders. Apparently, the youths’ generic characteristics may bring distinct CSR behaviours (Pomering and Dolnicar, 2009). Young people often place high importance on making a positive impact on society. Very often, organisations are capitalising on corporate influence on social trends including sport activities (Smith and Westerbeek, 2007). Such a viewpoint could encourage an examination of the overlaps between the social responsibilities of sport and business.

These findings seem to suggest that employees want to belong to an organisation that stands for more than financial performance (Korschun et al., 2014; Vanhamme, Lindgreen, Reast and van Popering, 2012; Tang, Hull and Rothenberg, 2012). Employees are attracted by companies that are truly CSR-oriented. In addition, the businesses’ genuine intentions and goodwill can help to improve the brands’ image among stakeholders. Thus, even if employees do participate in CSR initiatives, they still want to be associated with an organisation that cares about its social impact (Shen and Benson, 2014). Therefore, it is in the companies’ self-interest to underline their CSR performance during events that are aimed to attract top talent. Apparently, more companies are realising that CSR is a great opportunity to engage with employees and to illustrate their commitment to the community at large.

 

Citation: Camilleri, M.A. (2015) Re-conceiving CSR Programmes for Education. In Vertigans, S. & Idowu, S.O., Corporate Social Responsibility: Academic Insights and Impacts, Springer (Forthcoming).


 

Leave a comment

Filed under Corporate Sustainability and Responsibility, CSR, Education, Shared Value

The ‘Creating Shared Value’ Proposition

The following is an excerpt from one of my latest contributions, entitled; “Corporate Social Responsibility: Theoretical Underpinnings and Conceptual Developments”

The concept of creating business value is not new to academia. Wheeler et al. (2003) came up with a simple framework for the creation of value. They reconciled the concepts of corporate social responsibility and sustainable development (or sustainability) with a stakeholder approach. They held that the reputational and brand value were good examples of intangible value. Although, they failed to relate reputation and branding to economic value over the long term, they came up with a business model in their value creation approach. Their sustainability model embraced the concepts of CSR, corporate citizenship and the stakeholder theory (Wheeler et al. 2003). In a similar vein, Porter and Kramer (2006) claimed that the solution for CSR lies in the principle of ‘shared value’. According to Porter and Kramer (2011), the businesses are in the best position to understand the true bases of their company productivity. It is in their interest to collaborate across profit and non-profit boundaries. Porter and Kramer (2011) gave relevant examples of how efficient processes are aimed at adding value to the firm and to society at large.

csv

(Porter and Kramer , 2011)

The authors explained that the creation of shared value focuses on identifying and expanding the connections between societal and economic progress. A shared value proposition requires particular areas of focus within the businesses’ context (workplace) as well as looking after society’s interests (comprising the environment, marketplace and the community) for the firm’s self-interest. The enterprise’s performance must be continuously monitored and evaluated in terms of its economic results. Creating Shared Value (CSV) is about embedding sustainability and corporate social responsibility into a brand’s portfolio. All business processes in the value chain (Porter, 1986) operate in an environmental setting within their wider community context. Porter and Kramer (2011) held that this new approach has set out new business opportunities as it created new markets, it improved profitability and has strengthened the competitive positioning. Crane and Matten (2011) admitted that Porter and Kramer (2011) have once again managed to draw the corporate responsibility issues into the corporate boardrooms. Crane and Matten (2011) had words of praise for the ‘shared value’ approach as they described the term as compelling and endearingly positive.

Elkington (2012) argued that sustainability should not be consigned to history by Shared Value. The author recognised that Porter and Kramer’s shared value proposition is undeniably a key step forward in corporate strategy. Yet he maintained that shared value can play a key role in destroying key resources, reducing the planet’s biodiversity and destabilising the climate. Then Elkington (2012) went on to say that Porter reduced corporate sustainability to resource efficiency. Eventually, Crane, Palazzo, Spence and Matten (2014) have also critiqued Porter and Kramer’s (2011) shared value proposition. They argued that this concept ignored the tensions that were inherent to responsible business activity. They went on to suggest that shared value is based on a shallow conception of the corporation’s role in society. Eventually, Porter and Kramer (2014) admitted that “shared value” cannot cure all of society’s ills as not all businesses are good for society nor would the pursuit of shared value eliminate all injustice. However, Porter and Kramer defended their (2011) proposition as they argued that they had used the profit motive and the tools of corporate strategy to address societal problems.

 


Citation: Camilleri, M.A. (2015) Corporate Social Responsibility: Theoretical Underpinnings and Conceptual Developments. In Vertigans, S. & Idowu, S.O., Stages of Corporate Social Responsibility: From Ideas to Impacts, Springer (Forthcoming)

 

References

Crane and Matten blog (2011). Url: http://craneandmatten.blogspot.com/ accessed on the 15th April 2012.

Crane, A., Palazzo, G., Spence, L. J., & Matten, D. (2014). Contesting the value of the shared value concept. California Management Review, 56, 2.

Elkington, J. (2012). Sustainability should not be consigned to history by Shared Value accessed on the 19th June 2012. http://www.guardian.co.uk/sustainable-business/sustainability-with-john-elkington/shared-value-john-elkington-sustainability

Porter, M.E. (1986). Competition in Global Industries. Harvard Business School Press, Boston.

Porter, M.E. and Kramer, M.R. (2006). Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility. Harvard Business Review, (December 2006), pp. 78-92.

Porter, M.E. and Kramer, M.R. (2011). Creating shared value: How to reinvent capitalism – and unleash a wave of innovation and growth. Harvard Business Review, (January/February), pp. 62-77.

Wheeler, D., Colbert, B. and Freeman, R.E., (2003). Focusing on value: Reconciling corporate social responsibility, sustainability and a stakeholder approach in a network world. Journal of General Management 28(3), pp. 1-28.

Leave a comment

Filed under Corporate Sustainability and Responsibility, CSR, Shared Value, Social Cohesion