Abstract
This study focuses on stakeholder-oriented behavior, throughout organizational culture and organizational behavior, and its effects on the performance of sustainable organizations managed according to Corporative Social Responsibility (CSR) criteria. The investigation demonstrates that the sustainability efforts of a wide range of stakeholders exert various effects on business performance. This investigation tests two integrated conceptual models: (a) Stakeholder Orientation Model estimates the relationships among organizational culture components and their effects on stakeholder-oriented organizational behavior. That is, it estimates the influence of values on norms and artifacts, and their effects on stakeholder-oriented organizational behavior; (b) Performance model estimates the association between stakeholder-oriented organizational behavior and financial and market performance, reputation, and commitment. Using Structural Equation Modelling, both models were estimated from primary data collected from large- and medium-sized multi-sector Colombian companies involved in business sustainability practices. The findings reveal that values are antecedents of norms, but neither values nor norms are predictors of artifacts. Furthermore, norms and artifacts exert direct effects on stakeholder-oriented organizational behavior. In turn, stakeholder-oriented organizational behaviors are predictors of both market performance and commitment. Nevertheless, stakeholder-oriented organizational behaviors are not direct antecedents of both financial performance and reputation.
Highlights
The most relevant and accelerated growth of the Corporative Social Responsibility (CSR) integral implement by companies around the world occurred in the 1990s [1]
We review prior literature in order to frame the conceptual underpinnings of the two stakeholder-oriented organizational behavior components, namely organizational culture and organizational behavior; and their impact on organizational performance, assessed through financial and market performance, organizational reputation, and organizational commitment
The direct effects shown in our investigation rest on market performance and employees’ organizational commitment
Summary
The most relevant and accelerated growth of the Corporative Social Responsibility (CSR) integral implement by companies around the world occurred in the 1990s [1]. The companies became aware that their CSR efforts were part of a win-win strategy, which was beneficial for society and the environment, and for the company’s financial performance [2] This growing interest in stakeholder commitment to the decision-making process, and rising social accountability, have forced companies into exogenously driven CSR implementation [3]. In order to implement social and environmental aspects in their activities, companies have resorted to external CSR-specialized consultancy firm services [3] In this regard, both institutional actors and consultants should foster the explicitly proactive stakeholder-oriented practices of a voluntary nature, and facilitate the exploitation of win–win advantages from CSR practice [3]. Managers play a key role in the strategic orientation of CSR implementation In this regard, the managers’ CSR interpretation is highly relevant, since they are the ones who exert the most influence on the organizational sustainability practices. Companies should prioritize the allocation of resources towards efforts that exert a major impact on the overall organizational CSR performance [1]
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
