History of CSR

CSR

Corporate Social Responsibility

 Money Making
 Interact ethically with
the surrounding
community
 CSR

CSR referred to context-specific

organizational actions and
Corporate policies that take into account of
social stakeholders’ expectations and the triple
bottom line of economic, social, and
responsibility environmental performance.

Aguinis (2011)
 CSR  Any group or individual who can affect
or is affected by the achievement of the
organization’s objectives.
Corporate  Shareholders, Employees,
Contractors, suppliers, customers,
social partners, community
responsibility
CSR referred to context-specific
organizational actions and
policies that take into account of
stakeholders’ expectations and the
triple bottom line of economic, social,
and environmental performance.

Aguinis (2011)

CSR
Corporate
social
responsibility
CSR referred to context-specific
organizational actions and
policies that take into account of
stakeholders’ expectations and the triple
bottom line of economic, social, and
environmental performance.
 Maximize profit
 Improve productivity
 Increase wealth of owners and
investors
 Respect suppliers
 Be fair to competitors
 Regarding employees
 Preserve/create jobs
 Create a safe working environment
 Pay fair wages, provide benefits
 Provide learning opportunities and
empowerment
 Treat employees fairly and without
discrimination
 Serve customers

Aguinis (2011)
  Preserve and foster health
CSR  Respect the spirit and letter of
laws and regulations
 Respect social customs and
cultural heritage
Corporate  Engage selectively in cultural
social and political life
responsibility
CSR referred to context-specific
organizational actions and
policies that take into account of
stakeholders’ expectations and the triple
bottom line of economic, social, and
environmental performance.

Aguinis (2011)
 CSR

Corporate  Consume fewer natural

social resources
 Burden the environment
responsibility with fewer effluents

CSR referred to context-specific

organizational actions and
policies that take into account of
stakeholders’ expectations and the triple
bottom line of economic, social, and
environmental performance.

Aguinis (2011)
CSR
 2016
2015
2013
2012
2011
2008

2007
2006
2005
2003
2001
1996
1991
1991
1980
1979
1971
1970
1960
1953
early days of the modern era of social responsibility

Bowen defined that the social

responsibility of business
1953 executives is to make decisions
according to the values of our
society
early days of the modern era of social responsibility

For Davis, businessmen have a broad

obligation towards society in terms of
economic and human values. As a
1960
consequence, the "social responsibilities
of businessmen need to be commensurate
with their social power" (p. 71)
CSR and management

•The Committee for Economic Development

(USA) provided a new understanding to the role of
1970
corporations by stating that: "business functions by
public consent, and its basic purpose is to serve
constructively the needs of society - to the
satisfaction of society" (p. 11) "Business exists to
serve society" (Committee for Economic
Development (USA), 1971, p. 16)

1969: oil spill in the coast of Santa Barbara, California

First Earth Day
CSR and management

The term Corporate Social

Responsibility became
1971 increasingly popular
CSR and management

For Carroll, CSR encompasses

economic, legal, ethical, and
discretionary expectations that
1979 society has of organizations at
any given point
the operationalization of CSR

Jones claims that CSR should

be seen as a decision-making
1980 process that would influence
corporate behavior
globalization and CSR
•Wood creates a model of
Corporate Social Performance
based on the principles of CSR
1991 and identifies the outcomes of
corporate behavior as social
impacts
globalization and CSR
Carroll represents the four main
responsibilities of companies
with the Pyramid of CSR and
1991 states that companies should be
good corporate citizens
globalization and CSR
Burke and Logsdon defined 5
dimensions of strategic CSR
that result in identifiable and
1996 measurable value creation (in
the form of economic benefits
for the firm)
Recognition and implementation of CSR
For Lantos, CSR responds to
the implicit social contract
between business and society
2001 and can become strategic when
it is part of the company's
management plans for
generating profits
Recognition and implementation of CSR
strategic approach to CSR

For Marrewijk, SCSR is a

response to the new roles and
2003 responsibilities of each sector of
society

Marrewijk (2003) gave five interpretations to CSR

Recognition and implementation of CSR
Chandler and Werther
recognized a shift in social
responsibility that transformed
"CSR from being a minimal
2005 commitment...to becoming a
strategic necessity" (p. 319)
which can translate into a
sustainable competitive
advantage

strategic approach to CSR

Recognition and implementation of CSR strategic approach to CSR
Porter and Kramer, SCSR helps
2006 companies achieve a competitive
advantage that results in the creation of
shared value
Recognition and implementation of CSR
strategic approach to CSR

For Husted and Allen, SCSR

generates new areas of
opportunity through the
2007 constant drive for creating
value, which is at the same time
inevitably linked to social
demands
Recognition and implementation of CSR

Heslin and Ochoa explain that

even when SCSR should be
tailor made it still follows 7
common principles: cultivate
2008 the needed talent, develop new
markets, protect labor welfare,
reduce the environmental
footprint, profit from by-
products, involve customers,
and green the supply chain.
CSR and the creation of shared value

Porter and Kramer claim that

"the purpose of the corporation
must be redefined as creating
shared value" (p. 2) and as such
2011 I the concept of Creating Shared
! Value (CSV) should replace
CSR
CSR and the creation of shared value

Trapp sees CSR* as the moment

in which corporations reflect
their concerns about social and
global issues on their activities,
2012 even when some of those
concerns might not be directly
linked to their core business
CSR and the creation of shared value

Chandler and Werther see

SCSR as central to a company's
strategic decision making as
well as to their day-to-day
2013 operations and claim that
through it, firms can create
market based products/services
in an efficient and socially
responsible way
CSR and the creation of shared value

Carroll concluded that the concepts

of stakeholder engagement and
management, business ethics,
corporate citizenship, corporate
sustainability, and the creation of
2015 shared value are all interrelated and
overlapping and all of them have
been incorporated into CSR.
CSR and the creation of shared value

Chandler defines the generation

of sustainable value as the main
2016 objective of SCSR

SCSR: The incorporation of a holistic CSR

perspective within a firm’s strategic planning and
core operations so that the firm is managed in the
interests of a broad set of stakeholders to optimize
value over the medium to long term” (Chandler
2016, p. 248).
 • Symbolic CSR actions that a firm takes to show
CSR
ceremonial conformity.
• Symbolic actions allow firms to at least appear to
fulfill stakeholders’ requests without large costs
or the need to change business processes
Substantive
• Symbolic CSR is “perceived as self-serving and
CSR primarily for reputation and profit
performed
enhancement motives.”

Corporate • Substantive CSR actions involve actual changes

at anSymbolic
operational level, generally implying
social tangibleCSR
and measurable activity that requires the
use of a firm’s resources.
responsibility • Substantive CSR actions may directly influence a
firm’s productivity or lower its litigation risks,
but they also imply large costs
 CSR Decoupling

CSR Decoupling
A situation in which two or more
activities are separated, or do not
CSR decoupling is defined as Perceived
develop in the same way.
incongruent levels of substantive CSR and
symbolic CSR in organizations, i.e., the
organization is involved more in symbolic
CSR

(Scheidler et al., 2019)

 o t h er Teresa
Po s i ng a s M
Scrooge 45