David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 50 (1):33-44 (2004)
In this theoretical paper, motives for CSR are considered. An underlying assumption is that the commercial imperative is not the sole driver of CSR decision-making in private sector companies, but that the formal adoption and implementation of CSR by corporations could be associated with the changing personal values of individual managers. These values may find expression through the opportunity to exercise discretion, which may arise in various ways. It is suggested that in so far as CSR initiatives represent individuals' values, so the responsibility in evidence is less obviously corporate. Our emphasis on personal initiative is intended to counter a tendency to view the corporation as the agent, and may serve to remind us that individuals can, indeed, make a difference.
|Keywords||corporate social responsibility (CSR) managerial discretion motives personal values social responsibility|
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Citations of this work BETA
Janet L. Borgerson, Jonathan E. Schroeder, Martin Escudero Magnusson & Frank Magnusson (2009). Corporate Communication, Ethics, and Operational Identity: A Case Study of Benetton. Business Ethics 18 (3):209-223.
Heledd Jenkins (2009). A 'Business Opportunity' Model of Corporate Social Responsibility for Small- and Medium-Sized Enterprises. Business Ethics 18 (1):21-36.
François Maon, Adam Lindgreen & Valérie Swaen (2009). Designing and Implementing Corporate Social Responsibility: An Integrative Framework Grounded in Theory and Practice. [REVIEW] Journal of Business Ethics 87 (1):71 - 89.
Matthew Lee & Jillian Kohler (2010). Benchmarking and Transparency: Incentives for the Pharmaceutical Industry's Corporate Social Responsibility. [REVIEW] Journal of Business Ethics 95 (4):641-658.
Dima Jamali, Mona Zanhour & Tamar Keshishian (2009). Peculiar Strengths and Relational Attributes of Smes in the Context of Csr. Journal of Business Ethics 87 (3):355 - 377.
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