CSR Practices and Theory of Planned Behavior in an Organizational Context

Abstract

The purpose of this chapter is to use the theory of planned behavior to examine how managers' attitudes toward CSR, subjective norms, and perceived behavior control influence CSR practice in an organization. Previous CSR studies have paid less attention to how managers' perceived behaviors influence CSR practices in an organization. Data were collected through semi-structured interviews from different organizations in the UK and USA. The results show managers' attitudes toward CSR, social pressures from stakeholders as subjective norms, and how managers' perceived behaviors affect CSR practices, in terms of how managers play important leadership roles in the relationship between their behaviors and CSR practices in an organization. This chapter makes a significant contribution to our understanding of why CSR is a kind of window dressing in an organization. It includes eight sections: introduction, the notion of CSR and CSR practices, theory of planned behavior and CSR practices, research method, discussion, conclusion, theoretical and practical implications, and limitations.