| Evaluating Corporate Social Responsibility, Responsiveness, and Performance: A Model Using the Stakeholder's Perspective |
| | Hendry, Jamie R. | Virginia Tech | hendry@vt.edu | (540)-231-9624 |
| | This paper develops a model of stakeholder evaluation of corporate social performance. It begins by reviewing three important areas of business and society research: 1) the dominant models which have arisen in the corporate social responsibility, responsiveness and performance domain, 2) the stakeholder theory and management literature, and 3) the research on the assessment of corporate social performance. Then it introduces the CERES organization and the standardized annual environmental report produced by each of its endorsers. Lastly, based on the previous research and the CERES report, it proposes a model of the way in which stakeholder organizations evaluate corporations’ postures and performance on the social issues which concern them. |
| | Keywords: Corporate Social Performance; Stakeholder Management; Performance Evaluation |
| The Strategies of Corporate Social Responsibility: A Comparative Institutional Approach |
| | Husted, Bryan W. | ITESM/ Instituto de Empresa | bhusted@egade.sistema.itesm.mx | 528-358-2000, ext. 6163 |
| | Given increasing interest in the strategic implications of corporate social responsibility (CSR), this paper describes the
varieties of CSR strategies that are used and prescriptively matches strategies to social problems, given
considerations of transaction-cost and agency-cost minimization. The variables of centrality and specificity are particularly relevant
to the problem of strategic choice among options to internalize or outsource social action. Collaborative forms are also
introduced. Although the comparative institutional framework developed in this paper is helpful in elucidating the problem of
strategic CSR choice, the limits of such an approach are also discussed. |
| | Keywords: social responsibility; strategy; institutional economics |
| Images of Corporate Social Responsibility: Implications for Internal Stakeholders |
| | Corley, Kevin G. | Pennsylvania State U. | kgc2@psu.edu | (814) 865-1263 |
| | Cochran, Phillip L. | Pennsylvania State U. | plc@psu.edu | (814) 865-1576 |
| | One of the more compelling areas of organization-environment research centers on socially responsible behavior by a firm and its consequences for both the organization and the organization's stakeholders. This literature has focused mainly on organizational level outcomes such as the financial and economic consequences of social responsibility, the relationship between socially responsible investing and corporate social responsibility, and even the attractiveness of socially responsible organizations to prospective employees. However, the relationship between corporate social responsibility and internal stakeholders - employees, managers - has not been examined in enough depth.
This paper is a theoretical examination of how and why images of corporate social responsibility influence the members of an organization. It is based on the proposition that the images an organization projects about its social responsibility because it is through images that organizations communicate with both insiders and outsiders about actual and desired values, beliefs, and behaviors. Similarly, images represent socially constructed perceptions of an organization that individuals use in their interactions with the organization and with others.
To fully understand why images of corporate social responsibility have such a powerful impact on internal stakeholders, as well as how this influence occurs, this paper explores a theoretical model of this process and provides examples of the process in action.
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| | Keywords: Corp. Social Responsibility; Organizational Image; Internal Stakeholders |