“It’s Like Hating Puppies!” Employee Disengagement and Corporate Social Responsibility

Corporate social responsibility (CSR) has been linked with numerous organizational advantages, including recruitment, retention, productivity, and morale, which relate specifically to employees. However, despite specific benefits of CSR relating to employees and their importance as a stakeholder group, it is noteworthy that a lack of attention has been paid to the individual level of analysis with CSR primarily being studied at the organizational level. Both research and practice of CSR have largely treated the individual organization as a “black box,” failing to account for individual differences amongst employees and the resulting variations in antecedents to CSR engagement or disengagement. This is further exacerbated by the tendency in stakeholder theory to homogenize priorities within a single stakeholder group. In response, utilizing case study data drawn from three multinational tourism and hospitality organizations, combined with extensive interview data collected from CSR leaders, industry professionals, engaged, and disengaged employees, this exploratory research produces a finer-grained understanding of employees as a stakeholder group, identifying a number of opportunities and barriers for individual employee engagement in CSR interventions. This research proposes that employees are situated along a spectrum of engagement from actively engaged to actively disengaged. While there are some common drivers of engagement across the entire spectrum of employees, differences also exist depending on the degree to which employees, rather than senior management, support corporate responsibility within their organizations. Key antecedents to CSR engagement that vary depending on employees’ existing level of broader engagement include organizational culture, CSR intervention design, employee CSR perceptions, and the observed benefits of participation

Strategic Direction of Corporate Community Involvement

Previous research on corporate community involvement (CCI) initiatives indicates that such behaviour is critical for building neighbourhood relationships and extending corporate influence in the community, but there is little theoretical work that provides a clear picture of managing the nature of the initiatives from different stakeholder management approaches. Drawing from theoretical insights of stakeholder theory and the concept of social capital, this article proposes nine strategic directions for CCI initiatives, and concludes by discussing the management implications of the proposed strategic directions. Our proposed approaches have the potential to improve current understanding and practice of corporations and their CCI initiatives

Corporate philanthropy and community involvement. Analysing companies from France, Germany, the Netherlands and Spain

[EN] This paper analyses the philanthropic behaviour of companies listed on four stock markets: the IBEX 35 (Spain), CAC-40 (France), DAX-30 (Germany) and AEX-25 (Netherlands). A bibliometric method was used to obtain keywords related to corporate philanthropy in literature, while a qualitative content analysis was undertaken to obtain specific philanthropy-related words from company annual reports. 19 groups of words (codes) were defined, indicating the terms used by companies to express corporate philanthropy and community involvement, the forms they use to express such involvement, and the formulas chosen to channel their aid. The word analysis also gave information about the stakeholders that companies take into account when they become involved in community issues. Different hypotheses were stated to determine whether the use of words was related to country, firm size (revenues and employees) or industry. 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Competition and Institutional Drivers of Corporate Social Performance

Research into corporate social performance (CSP) recently shifted to studying its political economic dimensions. In this paper, we test the influence of price and technological competition and two institutional factors, mandatory reporting and monitoring by non-governmental organizations (NGOs) and media, on CSP. Combining survey data with CSP ratings from Sustainalytics, we find that technological competition, monitoring by NGOs and media and mandatory CSP reporting foster CSP. However, price competition is not found to significantly influence CSP. This indicates that there is no support for the existence of a trade-off between anti-trust policy and CSP. Furthermore, our findings imply that governments can stimulate CSP by making CSP reporting mandatory