Drawing on social identity theory and organizational identification theory, we develop a model of the impact of perceived corporate social responsibility on employees’ organizational identification. We argue that employees’ perceptions of their company’s social responsibility behaviors are more important than organizational reality in determining organizational identification. After defining perceived corporate social responsibility (PCSR), we postulate how PCSR affects organizational identification when perception and reality are aligned or misaligned. Implications for organizational practice and further research are discussed.

Is the Perception of ‘Goodness’ Good Enough? Exploring the Relationship Between Perceived Corporate Social Responsibility and Employee Organizational Identification

This paper argues that the new interest in so-called "corporate social responsibility" is founded on a false notion of how much discretion a modern public corporation has to sacrifice profits for the sake of certain social goods, and that the promotion of corporate social responsibility by both the private and public sectors misleads the public into believing that more is being done by the private sector to meet certain public goals than is in fact the case.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID1213129_code1071577.pdf?abstractid=1213129&rulid=59567&mirid=5

The Case Against Corporate Social Responsibility

Management theory and practice are facing unprecedented challenges. The lack of sustainability, the increasing inequity and the continuous decline in societal trust pose a threat to ‘business as usual’ (Jackson and Nelson, 2004). Capitalism is at a crossroad and scholars, practitioners and policy makers are called to rethink business strategy in light of major external changes (Hart 2005, Arena 2004). In the following we review an alternative view of human beings that is based on a renewed Darwinian theory developed by Lawrence and Nohria (2002). We label this alternative view ‘humanistic’ and draw distinctions to current ‘economistic’ conceptions. We then develop the consequences that this humanistic view has for business organizations, examining business strategy, governance structures, leadership forms, and organizational culture. Afterwards we outline the influences of humanism on management in the past and the present, and suggest options for humanism to shape the future of management. In this manner we will contribute to the discussion of alternative management paradigms that help solve the current crises.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID1729863_code1449497.pdf?abstractid=1556805&mirid=2

Humanism In Business – Towards A Paradigm Shift?

Purpose – The purpose of the paper is to explore the theoretical underpinnings and practical implications of responsible competitiveness, where responsible business practices become a driver of national and regional competitiveness.Design/methodology/approach – The paper is based on extensive international consultations in association with the United Nations, detailed case studies, and econometric analysis of country level competitiveness and corporate responsibility related data.Findings – The paper concluded that responsible business practices can contribute to national and regional competitiveness, and that without such links corporate responsibility impacts are likely to remain limited.Research limitations/implications – Further sector and issue‐based and country‐level research is needed exploring the potential and practice of responsible competitiveness.Practical implications – Proposes that national and regional strategies for enhancing competitiveness and so also social/environmental outcomes can b...

https://biblioteca.fundacionicbc.edu.ar/images/b/b7/RSE_y_MA_4.pdf

Responsible competitiveness: reshaping global markets through responsible business practices

This article argues that attempting to overcome moral silence in organizations will require management to move beyond a compliance-oriented organizational culture toward a culture based on integrity. Such cultural change is part of good corporate governance that aims to steer an organization to enhance creativity and moral excellence, and thus organizational value. Governance mechanisms can be either formal or informal. Formal codes and other internal formal regulations that emphasize compliance are necessary, although informal mechanisms that are based on relationship-building are more likely to achieve moral excellence. Such a shift can be viewed as a transformative strategy for overcoming the destructive side effects and business risks of the tendency within corporate cultures to remain mute when faced with issues that violate personal or corporate values. Genuine dialogues and appropriate ethical decision-making training can deepen the understanding and create a mindful awareness (of ethical values) and induce trust that embrace both complying with rules and regulations, as well as inciting creative “ethical innovation” with respect to human interaction in multinational companies.

Giving Voice in a Culture of Silence. From a Culture of Compliance to a Culture of Integrity.

At a time when unethical business practices continue to dominate the business press, PROFITS WITH PRINCIPLES offers persuasive proof that when businesses combine profit making with a concern for values and the greater good, they do better in the marketplace than those that concentrate only on the bottom line. In PROFITS WITH PRINCIPLES, Ira A. Jackson and Jane Nelson show the quantifiable and enduring business advantage to "doing the right thing." The companies profiled in PROFITS WITH PRINCIPLES-including Starbucks, Citigroup, Alcoa, General Motors, General Electric, Dupont, and Dell-come from different industries and have implemented different strategies to build trust and gain a competitive advantage. What they share, however, are basic operating principles of making values integral to the way they do business. By focusing on creating societal as well as shareholder value, they have built market share, improved risk management, enhanced innovation, strengthened consumer loyalty, and attracted the best talent. Jackson and Nelson's seven principles include Harness Innovation for the Public Good, as in the simple, low-cost water purifier from Proctor & Gamble that has the potential to save thousands of lives; Spread Economic Opportunity, exemplified by Marriott's "Pathways to Independence" program that creates job opportunities for former welfare recipients and gives the company a competitive advantage in the marketplace for low-skilled employees; and Put People at the Center, a value practiced by Alcoa that reduced its lost workday injury rate by more than 90% since 1988. This breakthrough guide on how companies can build trust and grow market share by making a difference opens the door to a new kind of capitalism, providing a wealth of infinitely useful and practical recommendations a company of any size can adapt.

Profits with Principles: Seven Strategies for Delivering Value with Values

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Profits with Principles: Seven Strategies for Delivering Value with Values