Journal of Business Ethics 99 (S1):73-91 (2011)
|Abstract||The Samenleving and Bedrijf (S&B) network of Dutch organizations seeks to embed corporate social responsibility (CSR) within business practices but faces challenges with regard to how to do so across various organizational practices, processes, and policies. The integration of CSR demands cultural change driven by senior management and other change agents, who push CSR principles throughout the organization. This study examines the change processes that S&B member organizations have initiated, with a particular focus on the role of high potentials—those persons who have been selected for the fast track into senior management. Interviews with nine S&B organizations document their levels of CSR integration and implementation, the role of senior managers, and the effects of high potentials’ competencies on the realignment process. High potentials have the ability and opportunity to act as CSR change agents, but organizations’ expectations of their purposes as future senior managers prevented them from doing so. In the existing organizational cultures, leadership focused on economic success, and the CSR implementation process had just initiated. Therefore, a measure of CSR embeddedness might refer to the performance measurement and expectations of high potentials as potential CSR change agents|
|Keywords||Corporate social responsibility High potentials Change agents Integration Implementation Case study|
|Categories||categorize this paper)|
|Through your library||Configure|
Similar books and articles
Adam Lindgreen, Valérie Swaen & Wesley J. Johnston (2009). Corporate Social Responsibility: An Empirical Investigation of U.S. Organizations. [REVIEW] Journal of Business Ethics 85 (2):303 - 323.
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.
Fernanda Duarte (2010). Working with Corporate Social Responsibility in Brazilian Companies: The Role of Managers' Values in the Maintenance of CSR Cultures. [REVIEW] Journal of Business Ethics 96 (3):355 - 368.
Adam Lindgreen, Valérie Swaen & Timothy T. Campbell (2009). Corporate Social Responsibility Practices in Developing and Transitional Countries: Botswana and Malawi. [REVIEW] Journal of Business Ethics 90 (3):429 - 440.
Heidi S. C. A. MuijenHeidi (2004). Corporate Social Responsibility Starts at University. Journal of Business Ethics 53 (1-2):235-246.
Heidi S. C. A. Muijen (2004). Corporate Social Responsibility Starts at University. Journal of Business Ethics 53 (1/2):235 - 246.
Geoff Walters & Christos Anagnostopoulos (2012). Implementing Corporate Social Responsibility Through Social Partnerships. Business Ethics 21 (4):417-433.
Franz Josef Gellert & Frank Jan Graaf (2012). Corporate Social Responsibility and Aging Workforces: An Explorative Study of Corporate Social Responsibility Implementation in Small- and Medium-Sized Enterprises. Business Ethics 21 (4):353-363.
Yu-Chiang Hu & Chia-Ching Fatima Wang (2009). Collectivism, Corporate Social Responsibility, and Resource Advantages in Retailing. Journal of Business Ethics 86 (1):1 - 13.
Gerard I. J. M. Zwetsloot (2003). From Management Systems to Corporate Social Responsibility. Journal of Business Ethics 44 (2-3):201 - 207.
Jacqueline Cramer, Jan Jonker & Angela van der Heijden (2004). Making Sense of Corporate Social Responsibility. Journal of Business Ethics 55 (2):215 - 222.
Maria Grafström & Karolina Windell (2011). The Role of Infomediaries: CSR in the Business Press During 2000–2009. [REVIEW] Journal of Business Ethics 103 (2):221-237.
Junwei Shi, Haiyan Fu & Lijun Hu (2007). Social Responsibility, Social Capital, and Corporate Competitive Advantage in Transitional China. International Corporate Responsibility Series 3:377-394.
Maria Lai-Ling Lam (2007). A Study of the Transfer of Corporate Social Responsibility From Well-Established Foreign Multinational Enterprises to Chinese Subsidiaries. International Corporate Responsibility Series 3:343-363.
Humphry Hung (2011). Directors' Roles in Corporate Social Responsibility: A Stakeholder Perspective. [REVIEW] Journal of Business Ethics 103 (3):385-402.
Added to index2012-01-11
Total downloads3 ( #212,976 of 722,700 )
Recent downloads (6 months)1 ( #60,006 of 722,700 )
How can I increase my downloads?