دانلود رایگان مقاله انگلیسی مسئولیت پذیری: چگونگی هدف گذاری مدیران برای اجرای مسئولیت اجتماعی شرکتی - Sage 2018

Abstract

Focusing on the corporate social responsibility (CSR) implementation process, we analyze how institutional complexity that arises from tensions between social and environmental elements and economic and technical concerns is managed by CSR managers. We further question how these micro-level processes interact with organizational-level processes over time. Our research is a 24-month qualitative process study in which we followed CSR managers. The study’s results allow us to distinguish between four strategies that CSR managers use to promote CSR implementation and to cope with tensions. Our results further indicate that organizational characteristics influence the intensity with which these strategies are applied and that the intensity of strategy application affects organizational behavior in the course of time. Through the discussion of these findings, our study contributes to the research on micro-level processes that occur in response to complex institutional demands as well as to the development of a comprehensive, multilevel approach to CSR implementation.

Conclusion

Institutional complexity as well as the implementation of CSR are frequently studied topics in business and society research. Despite this fact, the role of micro-level processes in both topics has not yet been subject to comprehensive research. A focus on those processes, however, is highly relevant to understand how logics in general and CSR specifically become effective. Moreover, a micro-level perspective enables scholars to better understand the (temporal) interplay of individuals, organizations, and fields in this context. To address this research gap, we applied a longitudinal approach on the micro-level process underlying CSR implementation. Our study has shown that CSR managers apply four specific strategies to promote CSR implementation and cope with the tensions between social and environmental elements and economic and technical concerns. In most cases, all four strategies are applied simultaneously but with varying degrees of intensity. We have also shown that organizational characteristics influence the intensity with which these strategies are applied, and the intensity of strategy application shapes organizational behavior over time. The comprehensive model that integrates our findings on the (temporal) interplay of individuals, organizations, and fields may encourage other researchers to study other types of implementation processes and compare findings to develop a generalized model of implementation processes.