Consistency between Definition and Reasons for Applying Corporate Social Responsibility: The Perspective of Social Responsibility Managers
Abstract
:1. Introduction
2. Literature Review
2.1. CSR Managers and CSR Implementation
2.2. The Reasons for the Application of CSR
2.3. Ways of Defining CSR
2.4. The Relationship between Reasons for Applying CSR and Ways of Defining the Concept
CSR as: | Type of Argument | Author | Definition | Reason |
---|---|---|---|---|
Corporate citizenship | Normative | Van Marrewijk [59] | “CSR refers to company activities—voluntary by definition—demonstrating the inclusion of social and environmental concerns in business operations” [59] (p.~102) | “The motivation for CS is that CS is perceived as a duty and obligation, or correct behavior” [59] (p.~102) |
Integrative | Carroll [60] | “It is suggested here that four kinds of social responsibilities constitute total CSR: economic, legal, ethical, and philanthropic” [60] (p.~40) | “[…] here is a natural fit between the idea of corporate social responsibility and an organization’s stakeholders. The concept of an interested party personalises social or corporate responsibilities when outlining the specific groups or persons that the company should consider in its CSR orientation” [60] (p.~43) | |
Instrumental | Porter and Kramer [29] | “More strategic CSR occurs when a company adds a social dimension to its value proposition, making social impact an integral part of the strategy” [29] (p.~13) | “Companies are called to tackle hundreds of social problems, but only a few are opportunities to make a real difference to society or to confer a competitive advantage” [29] (p.~15) | |
Ethics-based management | Normative | Davis [61] | “The substance of social responsibility arises from concern for the ethical consequences of one’s acts as they might affect the interests of others.” [61] (p.~46) | “The idea of social responsibility, however, requires him to consider his acts in terms of a whole social system and holds him responsible for the effects of his acts anywhere in that system” [61] (p.~46) |
Integrative | Valentine and Fleischman [62] | “A natural extension of organizational ethics is a company’s involvement in CSR, which involves answering the requirements of stakeholders, with particular focus on societal issues and challenges” [62] (p.~161) | “[…] social responsibility creates a symbiotic relationship based on “give and take” between stakeholders and companies” [62] (p.~159) | |
Instrumental | Wadhwa and Bhargava [63] | “[…] corporate social responsibility is the company’s constant commitment to ethical behavior” [63] (p.~863) | “Corporate Social Responsibility provides the company with important benefits in risk management, cost savings, capital acquisition, customer relations, and human resource management and innovation capabilities” [63] (p.~864) | |
Guidance to stakeholders | Normative | Johnson [64] | “Instead of striving only for larger profits for its stockholders, a responsible enterprise also takes into account employees, suppliers, dealers, local communities, and the nation” [64] (p.~50) | “[…] business takes place within a socio-cultural system that outlines through norms and business roles particular ways of responding to particular situations and sets out in some detail the prescribed ways of conducting business affairs” [64] (p.~51) |
Integrative | Carroll [60] | “It is suggested here that four kinds of social responsibilities constitute total CSR: economic, legal, ethical, and philanthropic.” [60] (p.~40) “At its most fundamental level, this is the obligation to do what is right, just, and fair, and to avoid or minimize harm to stakeholders employees, consumers, the environment, and others)” [60] (p.~42) | “The concept of stakeholder personalizes social or societal responsibilities by delineating the specific groups or persons business should consider in its CSR orientation” [60] (p.~43) | |
Instrumental | Burke and Logdson [65] | “[…] thus serving more fully the interests of stakeholders and society” [65] (p.~495) | “[…] produces substantial business-related benefits for the enterprise, in particular by supporting the core business activities and thus contributing to the effectiveness of the enterprise in fulfilling its mission” ([65] (p.~496) | |
García, Azuero, and Peláez [66] | “It is conceived as a business management approach aligned with the objectives and development plans of the organizations, and with the needs and expectations of its stakeholders” [66] (p.~85) | “CSR, driven by a strategic business vision [...] contributing to improving the competitive and sustainable situation of the company” [66] (p.~87) | ||
Externality management | Normative | Davis and Blomstrom [67] | “Businessmen apply social responsibility when they consider the needs and interest of others who may be affected by business actions” [67] (p.~12) | “Social responsibility, therefore, refers to a person’s obligation to consider the effects of his decisions and actions on the whole social system” [67] (p.~12) |
Integrative | ISO [16] | “[…] the responsibility of an organization for the impacts that its decisions and activities (products, services and processes) cause on society and the environment […]” [16] (p.~106) | “An organization should respect, consider and respond to the interests of its stakeholders” [16] (p.~119) | |
Instrumental | Fitch [68] | “[…] the serious attempt to solve social problems caused wholly or in part by the corporation” [68] (p.~38) | “[…] to identify and solve those social problems in which they are intimately involved, and when the possibility of profit is available as an incentive” [68] (p.~45) | |
Corporate social marketing | Instrumental | Lichtenstein, Drumwright, and Braig [69] | “[…] the various forms of company involvement with charitable causes and the nonprofits that represent them“ [69] (p.~16) “[…] as collaborative marketing relationships flourish in various forms (e.g., CSR initiatives, cobranding, cross-promotions, strategic alliances)” [69] (p.~17) | “[…] is based on the premise that when a company visibly aligns with a nonprofit, consumers may reasonably infer that support of the nonprofit is also support of a goal of the corporation with which they identify” [69] (p.~17) |
3. Methodology
4. Results
Type of Justification (Reason) | Cod | Indicator | Responded | |||
---|---|---|---|---|---|---|
Does Not Match at All | Fully Agreed | Average | Standard Deviation | |||
Ethical | ETH1 | Because it is a moral obligation of every company. | 11.8% | 31.4% | 3.49 | 1.377 |
ETH2 | Because it is part of the personal convictions of those who lead the company. | 2.0% | 54.9% | 4.27 | 1.002 | |
Integrative | INT1 | Because it helps to better manage stakeholder relations. | 3.9% | 37.3% | 3.86 | 1.096 |
INT2 | Because it becomes a requirement of some important stakeholders for YOUR company (for example: customers, employees, the state, or others). | 17.6% | 13.7% | 3.02 | 1.304 | |
Instrumental | INS1 | Because it contributes to a good image of the company. | 11.8% | 7.8% | 3.06 | 1.156 |
INS2 | Because it is fashionable and we must not be left behind. | 64.7% | 3.9% | 1.67 | 1.071 |
Type of Justification (Reason) | |||||||
---|---|---|---|---|---|---|---|
Type of Justification (Reason) | Cod | Ethic | Integrative | Instrumental | |||
ETH1 | ETH2 | INT1 | INT2 | INS1 | INS2 | ||
Ethical | ETH1 | 1 | 0.510 ** | −0.008 | −0.050 | −0.056 | −0.009 |
ETH2 | 1 | −0.093 | −0.065 | 0.038 | −0.006 | ||
Integrative | INT1 | 1 | 0.254 * | 0.228 | −0.278 * | ||
INT2 | 1 | 0.371 ** | 0.205 | ||||
Instrument | INS1 | 1 | 0.307 * | ||||
INS2 | 1 |
Type of Definition | Indicator | Responded | |||
---|---|---|---|---|---|
Do Not Agree at All | Totally Agree | Average | Standard Deviation | ||
DEF1 | It is a way of managing the company based on ethical principles. | 3.9% | 90% | 4.51 | 0.784 |
DEF2 | It is a form of management based on looking at the needs of the company’s stakeholders and building win-win relationships with them. | 7.8% | 78% | 4.25 | 1.093 |
DEF3 | It is a way of giving back what the company receives from society. | 15.7% | 59% | 3.71 | 1.101 |
DEF4 | It is a desire to reduce the negative impacts of the company’s operations on stakeholders and society. | 35.3% | 45% | 3.04 | 1.442 |
DEF5 | It is mainly a tool for strengthening the company’s image. | 58.8% | 22% | 2.47 | 1.120 |
DEF2 | DEF3 | DEF4 | DEFf5 | |
---|---|---|---|---|
DEF1 | 0.032 | 0.270 | 0.123 | 0.154 |
DEF2 | 1 | −0.003 | 0.463 ** | 0.096 |
DEF3 | 1 | −0.056 | 0.033 | |
DEF4 | 1 | 0.075 |
Interpretation of CSR | |||||||
---|---|---|---|---|---|---|---|
DEF1 | DEF2 | DEF3 | DEF4 | DEF5 | |||
Type of Justification (Reason) | Cod | Indicator | Ethics-Based Management | Stakeholder Orientation | Corporate Citizenship | Externalities Management | Corporate Social Marketing |
Ethics | ETH1 | Because it is a moral obligation of every company. | 0.283 * | −0.058 | 0.110 | −0.080 | −0.153 |
ETH2 | Because it is part of the personal convictions of those who lead the company. | 0.353 * | 0.008 | 0.202 | 0.062 | −0.010 | |
Integrative | INT1 | Because it helps to better manage stakeholder relations. | −0.057 | 0.648 ** | −0.001 | 0.345 * | 0.070 |
INT2 | Because it becomes a demand of some stakeholders. Important for YOUR company (for example: customers, employees, the state, or others). | 0.244 | 0.319 * | 0.143 | 0.500 ** | 0.213 | |
Instrument | INS1 | Because it contributes to a good image of the company. | 0.231 | 0.289 * | 0.232 | 0.155 | 0.704 ** |
INS2 | Because it is trendy and the company must not be left behind. | −0.103 | −0.148 | −0.034 | −0.030 | 0.334 * |
5. Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Acknowledgments
Conflicts of Interest
References
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Licandro, O.; Sánchez, L.C.O.; Huapaya-Huertas, O. Consistency between Definition and Reasons for Applying Corporate Social Responsibility: The Perspective of Social Responsibility Managers. Sustainability 2023, 15, 14838. https://doi.org/10.3390/su152014838
Licandro O, Sánchez LCO, Huapaya-Huertas O. Consistency between Definition and Reasons for Applying Corporate Social Responsibility: The Perspective of Social Responsibility Managers. Sustainability. 2023; 15(20):14838. https://doi.org/10.3390/su152014838
Chicago/Turabian StyleLicandro, Oscar, Luis Camilo Ortigueira Sánchez, and Oscar Huapaya-Huertas. 2023. "Consistency between Definition and Reasons for Applying Corporate Social Responsibility: The Perspective of Social Responsibility Managers" Sustainability 15, no. 20: 14838. https://doi.org/10.3390/su152014838