How do strategic CSR processes based on social management philosophy determine strategic change?
Collection: Corporate Social Responsibility (CSR) in Asia
Which are the management tools which support integration based on social management philosophy? The work is a conceptual paper. The paper has been developed as follows: the identification of the theoretical gaps; the definition of the research objectives; the literature review about both CSR integration and strategic management in a dynamic perspective; the formulation of the research questions; the conceptual analysis, based on social management philosophy, of the relevant propositions related to the dynamic approach to CSR integration; the building of the conceptual model based on the propositions; and the description and the analysis of the model.
In this model, three circles of change that are able to describe the integration of CSR into strategic management have been identified: A, the circle for achieving the strategic intent; B, the circle for formulating the strategic intent; and C, the circle of bottom-up innovations. It is possible to pinpoint other implications for the society: the circle for achieving the strategic intents, with the aim of improving the execution phase, increases the positive externalities and reduces the negative externalities of the economic activities; the circle for formulating strategic intents allows to identify a win—win solution for CSR issues; and the bottom-up entrepreneurship increases the chances to find innovative solutions which combine social aspects and competitive aspects.
The analyses provide an integrated approach, connecting strategic management and CSR in a dynamic perspective. Vitolla, F. Please share your general feedback. You can start or join in a discussion here. Visit emeraldpublishing.
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Abstract Purpose This paper aims to fill the existing gaps in literature which deal with both the application of a socially oriented philosophy to the theme of strategic corporate social responsibility CSR integration and to the systematic analysis of the processes of strategic CSR management, and to create a connection between social management philosophy and the dynamic approach to CSR integration based on the strategic management processes. Findings In this model, three circles of change that are able to describe the integration of CSR into strategic management have been identified: A, the circle for achieving the strategic intent; B, the circle for formulating the strategic intent; and C, the circle of bottom-up innovations.
Anything that puts the company and its name in a positive light is bound to increase its brand equity. But how can you put social responsibility to full use and maximize its benefits for your brand? You have to pick a specific social responsibility program. Do not be random about it. It has to be the right program for your business, and clearly aligned with your organizational vision and goals. The cause must have a logical tie to your business.
The Dynamics of Corporate Social Responsibility
For instance, an automobile manufacturing company may pick an environmental cause with focus on clean air. A pharmaceutical company may choose a health advocacy in third-world countries.
A building contractor company may also opt to send some of its workers to provide volunteer hours at local shelters, doing repairs and maintenance services. Google, the technology giant, chose renewable energy as the focus of its CSR, through its Google Green program. Another good example is the undertaking by ice cream brand Haagen-Dazs. It chose to raise awareness on the issue of honeybees disappearing rapidly. What it did is to allot a certain portion of the proceeds from the sales of its honeybee brand, and donated the amount to research on how to prevent honeybees from disappearing altogether.
Aside from launching an information campaign on Twitter, Haagen-Dazs also set up a microsite talking about the issue.
Social responsibility may be an initiative of the management, but implementation is a collective effort. Every member of the organization must be involved, since it also demonstrates a united front. Involving the employees and other members of the organization in the process will boost their morale and add enthusiasm as they go about their work. It is true what they say: happy employees are productive employees.
Your employees may also turn out to be one of your best ambassadors, a declaration that was readily made even by Microsoft. Getting them involved also means that you no longer have to outsource people to do your social responsibility work for you. Your employees will be more than happy to do the work themselves, as long as you motivate and encourage them enough. Printing giant Xerox did not limit itself to donating and supporting various charitable programs.
It also devised its Community Involvement Program , which directly involved Xerox employees in its community-oriented activities. This resulted to the company earning a lot of recognition and acknowledgment from communities. One common example of how companies involve their customers is how retail stores encourage customers to donate to a cause, and offering to match the amount or gift that the customers give.
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It is also a good idea to turn your customers into partners. Engage them to actively participate in your social responsibility activities. By appealing to their individual conscience, you will also be encouraging them to do their part and exercise their individual social responsibility.
Social media platforms have enabled businesses to have a wider reach, and this is also a great opportunity to introduce its altruistic efforts. In recognition of the power of social media, management even creates social media teams within their ranks, and they are responsible for managing their social media accounts. If you take a look at the CSR program of Molson Coors Canada, you will immediately notice how actively it makes use of social media, particularly Twitter and blogging.
They have a social media team in place to manage their Twitter account and the content presented in tweets. The team is also in charge of all the content appearing on the blog, zeroing in on Molson Coors CSR activities, such as the Responsible Drinking Program, which aims to educate drinkers. Here, a certain degree of subtlety is required. There is a thin line between humbly speaking about what you do for others and pumping your chest proudly and announcing to the world just how generous and benevolent you are.
This is often a sore point among companies. Social responsibility is supposed to reflect the company in a light where they are doing good for the sake of doing good, not because they expect to gain something monetary from it. Customers tend to get turned off and disappointed when they see a company that lauds its accomplishments too much. Self-praise is good, but it must be done tastefully. It must coincide with your brand messaging, meaning it should have a link or connection to your brand attributes.http://www.juraa.com/images/have/the-traditional-games-of-england-scotland-and-ireland-oats-and-beans-would-you-know-together.php
The Dynamics of Corporate Social Responsibilities
How you carry out your CSR activities should also integrate the brand, even from the way the team communicates with the community or recipients of the CSR. Even the materials used in your CSR should also, as much as possible, use the same look and feel, in order to encourage instant recall among those who see it. Make it possible for them to easily associate your CSR with your brand. Now here is a question asked by many businesses: can small companies — even one-man and two-man operations — have their own social responsibility programs?
Of course. CSR is not limited to donating money or other material items. Even a number of hours of doing volunteer work will do, and are likely to be instrumental in helping their brand — small, though it is — gain recognition.
A Critical Approach to Theory and Practice
Perhaps the most important ingredient in using social responsibility to improve your brand is sincerity. There must be truth in the press releases and media coverage that your CSR activities generate. Just like you have to be truthful in the information you put out in your traditional ad campaigns, you also have to maintain integrity when you use CPR to manage your reputation. E-mail is already registered on the site.
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