Skip to main content

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
Cancel
×
×
Home
  • Home
Chapter
  • Get access
    Buy the print book
    Check if you have access via personal or institutional login
    Log in Register Recommend to librarian
  • Cited by 5
  • Cited by
    Crossref Citations
    Crossref logo
    This (lowercase (translateProductType product.productType)) has been cited by the following publications. This list is generated based on data provided by CrossRef.
    De Roeck, Kenneth and Maon, François 2018. Building the Theoretical Puzzle of Employees’ Reactions to Corporate Social Responsibility: An Integrative Conceptual Framework and Research Agenda. Journal of Business Ethics, Vol. 149, Issue. 3, p. 609.
    El Akremi, Assâad Gond, Jean-Pascal Swaen, Valérie De Roeck, Kenneth and Igalens, Jacques 2018. How Do Employees Perceive Corporate Responsibility? Development and Validation of a Multidimensional Corporate Stakeholder Responsibility Scale. Journal of Management, Vol. 44, Issue. 2, p. 619.
    Gao, Yongqiang and He, Wei 2017. Corporate social responsibility and employee organizational citizenship behavior. Management Decision, Vol. 55, Issue. 2, p. 294.
    De Roeck, Kenneth El Akremi, Assâad and Swaen, Valérie 2016. Consistency Matters! How and When Does Corporate Social Responsibility Affect Employees’ Organizational Identification?. Journal of Management Studies, Vol. 53, Issue. 7, p. 1141.
    Ihlen, Øyvind Bartlett, Jennifer L. and May, Steve 2011. The Handbook of Communication and Corporate Social Responsibility. p. 550.
    ×
  • Print publication year: 2010
  • Online publication date: June 2012

1 - A corporate social responsibility–corporate financial performance behavioural model for employees

Export citation
Summary

Introduction

Today's CEOs are under pressure to address pervasive environmental, social and ethical issues. Companies are held accountable for the direct and indirect consequences of their actions and face a plethora of issues such as ensuring environmental sustainability and sound labour practices, sourcing skilled employees in areas with limited educational systems, ensuring the respect of workers' rights and meeting the needs of the world's poor. A vast range of activities now comes under the corporate social responsibility umbrella: ‘from volunteering in the local community to looking after employees properly, from helping the poor to saving the planet’. According to a 2007 McKinsey global survey, managers consider that society has greater expectations for business to take on public responsibilities than it had five years ago.

The existence of a positive relationship between corporate social responsibility (CSR) and corporate financial performance (CFP), however, remains considered by many as a necessary condition to justify the managerial relevance of the CSR concept. As Michael Porter observed:

Although there is a lot of feeling that ‘we ought to do it’ amongst analyst executives and a lot of corporate statements about companies' social ambition and efforts, there are also a lot of uncomfortable sentiments about why companies should be doing it. Corporate leaders are now giving lip service to this area [corporate social responsibility], but they do not ultimately understand it. No matter what they say in public, when you get behind the scenes with executives and directors, they will ask you ‘why should we invest in social initiatives?’ […]

Recommend this book

Email your librarian or administrator to recommend adding this book to your organisation's collection.

Global Challenges in Responsible Business
  • Online ISBN: 9780511777660
  • Book DOI: https://doi.org/10.1017/CBO9780511777660
Please enter your name
Please enter a valid email address
Who would you like to send this to *

CAPTCHA *

Skip to the audio challenge
×
Ashforth, Blake and Mael, Fred, ‘Social Identity Theory and the Organization’, Academy of Management Review, 14/1 (1989): 20–40
Tajfel, H. and Turner, J.-C., ‘The Social Identity Theory of Intergroup Behaviour’, in Worchel, S. and Austin, W.G. (eds.), Psychology of Intergroup Relations (Chicago: Nelson Hall, 1985)
Cropanzano, Russell and Mitchell, Marie S., ‘Social Exchange Theory: An Interdisciplinary Review’, Journal of Management, 31/6 (2005): 874–900
Turban, Daniel B. and Greening, Daniel W., ‘Corporate Social Performance and Organizational Attractiveness to Prospective Employees’, Academy of Management Journal, 40/3 (January 1997): 658–73
Maignan, Isabelle, Ferrell, O.C. and Hult, G.T.M., ‘Corporate Citizenship: Cultural Antecedents and Business Benefits’, Journal of the Academy of Marketing Science, 27 (1999): 455–9
Greening, Daniel W. and Turban, Daniel B., ‘Corporate Social Performance as a Competitive Advantage in Attracting a Quality Workforce’, Business and Society, 39/3 (September 2000): 254–303
Albinger, Heather S. and Freeman, Sarah J., ‘Corporate Social Performance and Attractiveness as an Employer to Different Job Seeking Populations’, Journal of Business Ethics, 28/3 (December 2000): 243–53
Maignan, Isabelle and Ferrell, O.C., ‘Antecedents and Benefits of Corporate Citizenship: An Investigation of French Businesses’, Journal of Business Research, 51 (2001): 1–15
Peterson, Dane K., ‘The Relationship between Perceptions of Corporate Citizenship and Organizational Commitment’, Business and Society, 43/3 (September 2004): 269–319
Smith, Wanda J., Wokutch, Richard B., Harrington, Vernard K. and Dennis, Bryan S., ‘Organizational Attractiveness and Corporate Social Orientation: Do Our Values Influence Our Preference for Affirmative Action or Managing Diversity?’, Business and Society, 43/1 (March 2004): 69–96
Eddy, S.W. Ng and Burke, Ronald J., ‘Person-organization Fit and the War for Talent: Does Diversity Management make a Difference?’, International Journal of Human Resource Management, 16/7 (July 2005): 1195–210
Carmeli, Abraham, Gillat, Gershon and Waldman, David A., ‘The Role of Perceived Organizational Performance in Organizational Identification, Adjustment and Job Performance’, Journal of Management Studies, 44/6 (September 2007): 972–92
Brammer, Stephen, Millington, Andrew and Rayton, Bruce, ‘The Contribution of Corporate Social Responsibility to Organizational Commitment’, International Journal of Human Resource Management, 18/10 (2007): 1701–1719
George, J.M. and Bettenhausen, Kenneth, ‘Understanding Prosocial Behavior, Sales Performance, and Turnover: A Group-Level Analysis in a Service Context’, Journal of Applied Psychology, 75/6 (1990): 698–709
Podsakoff, P.M., Ahearne, M. and MacKenzie, S.B., ‘Organizational Citizenship Behavior and the Quantity and Quality of Work Group Performance’, Journal of Applied Psychology, 82/2 (1997): 262–70
Podsakoff, P.M. and MacKenzie, S.B., ‘Organizational Citizenship Behaviors and Sales Unit Effectiveness’, Journal of Marketing Research, 31 (1994): 351–63
Walz, Sarah M. and Niehoff, Brian P., ‘Organizational Citizenship Behaviors and Their Effects on Organizational Effectiveness in Limited-Menu Restaurants’, in J.B. Keys and L.N. Dosier (eds.), Academy of Management Best Papers Proceedings (Statesboro, GA: George Southern University 1996), pp. 307–11
Cancel
Confirm
×