Increasing Corporate Social Responsibility Through an Employee-centered Approach

Abstract

As the Corporate Social Responsibility (CSR) literature has developed, it appears that a dominant paradigm has emerged. Both scholars who study CSR and those who write about its organizational application have largely converged on CSR as an organizational strategy issue. Viewing CSR as a matter of top-level strategy unwittingly links it to a particular conceptualization of organizational change—a top-down perspective. We suggest that the dominance of this traditional view of organizational change is limiting the study of CSR. Thus, we seek to increase awareness of an alternative model, one that complements the strategic view. Specifically, we describe a model of CSR organizational change that suggests two things. First we assert that significant change can be initiated at lower organizational levels as well as from the top. And second, we suggest that the change can be accomplished in small steps and involve only a portion of the organization, as opposed to an overarching organizational strategy. We present our employee-centered approach to CSR change as an addition to the traditional top-down view.