Share corporate social responsibility best practice and forgo competitive advantage

Cross-sector partnerships are capable of achieving solutions to large scale societal problems, which when successful, are well-publicized. Partnering organizations not only reap reputational acclaim but garner valuable organizational benefits. Membership within successful partnerships would undoubtedly be considered a competitive advantage, yet several of these successful relationships have chosen to forgo this valuable position. Instead of retaining intellectual property, partnering organizations are sharing successful processes and practices with peers and competitors. This research examined three examples of best practice cross-sector partnerships to identify relationship success factors, how they involved other organizations and why they shared successful social responsibility initiatives with others.

Corporate governance and corporate social responsibility disclosures : evidence from an emerging economy

We examine the relationship between corporate governance and the extent of corporate social responsibility (CSR) disclosures in the annual reports of Bangladeshi companies. A legitimacy theory framework is adopted to understand the extent to which corporate governance characteristics, such as managerial ownership, public ownership, foreign ownership, board independence, CEO duality and presence of audit committee influence organisational response to various stakeholder groups. Our results suggest that although CSR disclosures generally have a negative association with managerial ownership, such relationship becomes significant and positive for export-oriented industries. We also find public ownership, foreign ownership, board independence and presence of audit committee to have positive significant impacts on CSR disclosures. However, we fail to find any significant impact of CEO duality. Thus, our results suggest that pressures exerted by external stakeholder groups and corporate governance mechanisms involving independent outsiders may allay some concerns relating to family influence on CSR disclosure practices. Overall, our study implies that corporate governance attributes play a vital role in ensuring organisational legitimacy through CSR disclosures. The findings of our study should be of interest to regulators and policy makers in countries which share similar corporate ownership and regulatory structures.

An integrated management systems approach to corporate social responsibility

A great deal of research has emphasized the strategic management of corporate social responsibility (CSR). However, gaps remain on how CSR can be effectively integrated with existing business processes. One key question remaining is how to design business processes so that they accommodate stakeholder requirements in an integrated manner. The purpose of this paper is to present a framework that can be used to integrate CSR into business processes. The framework highlights the concept of simultaneous ‘top-down integration’ and ‘bottom-up community-related indicators development’ approaches to CSR. These two approaches are elaborated with the help of two cases. The top-down approach focuses on building CSR into existing business initiatives through an integrated management systems (IMS) approach. This paper concludes that an IMS approach provides the infrastructure for the integration of CSR. The bottom-up approach focuses on the development of indicators linked to community initiatives. Examples of best practice for both the top-down and bottom-up approaches are provided in two case studies.

Opportunities for the tertiary sector to demonstrate social responsibility

This paper explored current practice and opportunities for active social responsibility within the tertiary sector in Australia.

Corporate social responsibility in professional team sport organisations : towards a theory of decision-making

Research question: 

Perceptions of investors and stockbrokers on corporate social responsibility : a stakeholder perspective from India

This paper aims to understand the perceptions of shareholders and brokers regarding corporate social responsibility (CSR) initiatives by Indian companies. The research, presented in this paper, employs stakeholder theory to examine the perceptions of investors and sharebrokers on CSR in the context of a fast growing country, India. The data has been collected by using semistructured survey instrument. The findings of the study highlight that the respondents in both categories of stakeholder groups agree that CSR-oriented companies enjoy higher levels of investor confidence, which is reflected in higher stock prices, and leads to enhanced reputation and corporate goodwill. The research demonstrates that Indian companies are in fact implementing CSR initiatives and that stakeholders have a considerable interest in such initiatives. Both the groups expect higher CSR disclosures from large corporations and multinational companies operating in India. Educational initiatives have received maximum attention from the both the groups of stakeholders followed by the environmental issues. Investors are least aware of healthcare and rural development initiatives possibly because of the relatively low penetration of Indian financial markets into the rural areas. This study demonstrates that the stakeholder theory is a useful tool for collecting and evaluating CSR data and explains that the stakeholder perception of CSR performance determines corporate initiatives to a certain level. The findings would help in building consensus on strengthening the implementation and establishing the future CSR framework in emerging economies and other parts of the world. © 2014 John Wiley & Sons, Ltd.

Corporate social responsibility disclosures and earnings quality: Are they a reflection of managers’ opportunistic behavior?

Purpose – This paper aims to explore the relationship between corporate social responsibility (CSR) disclosures and earnings quality proxied by earnings accruals. Specifically, we examine whether CSR disclosures are context-specific, that is, whether companies dominated by powerful stakeholders are obliged to behave in a responsible manner to constrain earnings management, thereby reporting higher-quality earnings to investors. Design/methodology/approach – This paper explores the relationship between CSR disclosures and earnings quality proxied by earnings accruals. Specifically, we examine whether CSR disclosures are context-specific, that is, whether companies dominated by powerful stakeholders are obliged to behave in a responsible manner to constrain earnings management, thereby reporting higher-quality earnings to investors. Findings – Results show that managers in an emerging economy manage earnings when they provide more CSR disclosures. Such earnings management is achieved through income increasing discretionary accruals. Furthermore, companies from export-oriented industries dominated by powerful stakeholders (international buyers) disclosing more CSR activities, provide transparent financial reports through constraining earnings management. Originality/value – The findings of this study are significant for both investors and policymakers. Investors should not take for granted that firms engage in CSR activities, behave ethically and provide transparent financial reports. As we document that firms might manipulate earnings through discretionary accruals and provide less transparent financial reports to shareholders, the credibility of firms’ CSR policies should be assessed with caution. Policies directing at promoting socially responsible practices instead of motivating the desired behaviour, may provide managers with additional incentives to utilise CSR for opportunistic behaviour. Thus, policymakers need to be cautious about this opportunistic behaviour and enhance monitoring to enforce social compliance. Possibly, some guidelines can be introduced to confirm that CSR disclosures are based on actual practice and not just a “green wash” statement to deceive stakeholders.

A stakeholder approach to corporate social responsibility, reputation and business performance

Purpose - This paper aims to investigate business managers' assessment of stakeholders' influence on corporate social responsibility (CSR) initiatives. The key stakeholders included "employees" and "unions" as internal and "public", the "media" and the "government" as external stakeholders. The purpose was to estimate the influence of stakeholders that managers perceive as important. Moreover, the study sought to identify association between the CSR construct and corporate reputation and in turn whether this influences business performance. Design/methodology/approach - This study uses a mail survey with a random sampling of senior managers sourced from Dun & Bradstreet's Australian business database, focusing on large organizations (i.e. minimum $10 million p.a. reported sales and minimum 100 employees) as the selection criteria. A conceptual model was developed and tested using structural equation modeling. Findings - The results identified that "employees" and the "public" are perceived to be the influential stakeholder groups in CSR decision-making. There was evidence of a positive relationship between the CSR construct and reputation, which in turn influenced market share, but not profitability. Research limitations/implications - This study examined a cross-section of organizations using Dun & Bradstreet's database of Australian businesses and may not fully represent the Australian business mix. The effective response rate of 7.2 per cent appears to be low, even though it is comparable with other research in the CSR area. There may have been some self-selection by the respondents, although there were no statistically significant differences identified in the corporate characteristics of those invited to participate and those responding with usable questionnaires. Practical implications - Managers can adopt a stakeholder-influenced CSR strategy to generate strong corporate reputation to improve business performance. It is important to ensure that the interests of "employees" and "public" stakeholders are addressed within organizational strategy. Respondents were less concerned about government stakeholders and thus government involvement in organizational CSR may need to be revisited. Social implications - The major concern that emerges from these findings is the absence of the perceived importance of regulatory stakeholders on firms' CSR activities. Regulatory controls of CSR messages could reduce or eliminate inaccurate and misleading information to the public. Originality/value - The analysis explains the perceived relative influence of stakeholders on CSR decisions. It also provides an understanding of the link between organizational CSR reputation and organization's performance.