Level Of Corporate Responsibility Research Articles

Researching the gap between strategic and operational levels of corporate responsibility

PurposeThe purpose of this paper is to understand differences between the strategic level and the operational level of corporate responsibility within an organization.Design/methodology/approachThe research was conducted as a single case study of one of the more noteworthy Finnish firms with respect to corporate responsibility reporting.FindingsThe results show that strategic and operational levels differ in terms of their developmental stage of corporate responsibility. The strategic level is more focused on responsibility issues concerning external stakeholders, on reporting, on corporate image and on quantitative measures. The operational level emphasizes internal stakeholders, acting, daily existence, and qualitative criteria.Research limitations/implicationsA well‐known corporate responsibility model was useful for identifying how perspectives concerning corporate social responsibility vary within the corporation. However, to explore the reasons for this variation, the actors, actions, outcomes and drivers of corporate responsibility need to be examined. The single case study method limits the generalizability of the results.Originality/valueThe research presents a unique case study with novel empirical data. The study contributes to the corporate responsibility research by discussing the differences between words and deeds of corporate responsibility, by testing the usefulness of a corporate responsibility framework and by trying to understand the reasons why different functions of an organization are at different developmental stages regarding corporate responsibility.

Rationale, Morals, and Needs Pyramid for Corporate Responsibility Development

ABSTRACTThis paper builds and tests a RaMoNe pyramid with three dimensions: rationale, morals and needs. The pyramid maps out where companies currently stand in corporate responsibility (CR) and why; and why they should change and how. The conscious economic rationale of companies has led to choices between five levels of CR, demonstrated by an earlier paper in this journal. These alternatives exemplify preconscious levels of moral development, but the highest level, virtue ethical behaviour, has not so far had its counterpart in CR. There are subconscious needs behind the rationale and morals, but the highest level, self‐transcendence needs, has not yet had its match in CR. The conceptual part of this research develops the sixth level of CR to match the virtue ethical behaviour and self‐transcendence needs. The RaMoNe pyramid is tested in four food sector companies, thereby building a model on a case study previously published in this journal. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment

A Conceptualization of How Firms Engage in Corporate Responsibility Based on Country Risk

This conceptual article looks at corporate responsibility (CR) and country risk claiming that there is a relationship, and then positing the directionality of the relationship. An understanding of this relationship can help firms respond to a variety of pressures from organizations and this knowledge may help firms prevent negative media coverage with the need to “bolt” CR strategies on to existing corporate strategies. When firms have an understanding of how country risk affects them, they can plan entire clusters of CR initiatives to fulfill needs within the operating community. To understand the CR–country risk relationship, the authors build on Matten and Moon’s (2008) distinction between implicit and explicit CR. The first argument is that firms engage in no explicit CR (explicit CR that is voluntary and goes beyond legal requirement) when country risk is very high. As country risk lowers to high, firms engage in explicit CR, which creates little impact to the firm if CR must be withdrawn. The second argument is that as country risk shifts to moderate, firms commence to engage in high levels of explicit CR and low levels of implicit CR. The third argument concludes that when country risk shifts to low or very low, firms will engage in the least amount of explicit CR and the most amount of implicit CR. A set of three propositions develops these arguments.

Global Labor Practices And Corporate Social Responsibility

As companies work in the international marketplace, a level of corporate responsibility is expected by the international business community and by the consumers. Companies must set standards for operations that satisfy the expectations in the home country as well as the host countries. Multinational companies can no longer set financial goals in terms of sales and profitability as the only measures of success; but they must also set standards for ethical and socially responsible behavior of their own enterprise as well as their stakeholders. This paper, using Nike as an example, describes challenges associated with Corporate Social Responsibility (CSR) for large multinational organization. Furthermore, this paper discusses what Corporate Social Responsibility (CSR) is, and what is not, so managers can clearly and realistically state their goals and perspectives on what social responsibility means to their organizations and stakeholders.

Ethics in Business: Answering the Call

What might happen if business leaders across the globe viewed their work as a sacred calling in a religious sense? Might not the world be a far better place? This paper is an effort to stimulate debate and discussion on this topic. Concepts addressed include: (a) ethics in business, (b) ethical standards in business settings, (c) the role of law, (d) levels of corporate responsibility, (e) the role of religion in business ethics, (f) the idea of business as a calling in a religious sense, (g) the elements of modern corporate culture, (h) creating an ethical corporate culture, (i) demonstrating corporate social responsibility, and (j) providing servant leadership. The introduction to the paper shows how these concepts interrelate; its conclusion offers a challenge to business leaders to answer their call to business in the truest sense.