David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jonathan Jenkins Ichikawa
Jack Alan Reynolds
Learn more about PhilPapers
Journal of Business Ethics 94 (3):395 - 409 (2010)
The study introduces an interaction-based model that illustrates the iterative process of corporate responsiveness to social pressure. The model is then applied to a recent case of international relevance. The study implies that corporate management can apply three types of management approaches when managing relations with society, depending on their perception of social pressure: tactic, strategic or no action. This is then reflected in their practice of public relations (PR). Ethical leadership is considered to be manifested by the proactive practice of PR, which aims at mutual understanding between the organisation and the stakeholders. The firm's interaction with the stakeholders does not guarantee that social pressure would actually be relieved. Rather, PR fails in its task of establishing and maintaining favourable relationships if it does not meet stakeholders' expectations. Identifying emerging issues, relevant publics and preferable communication methods within a given context is the precondition for strategic, proactive management of stakeholder relations. This is especially relevant in the international business environment where the firm is challenged with increased institutional distance and pressure
|Keywords||communication management corporate social responsiveness issues management public relations strategy social pressure stakeholder relations|
|Categories||categorize this paper)|
Setup an account with your affiliations in order to access resources via your University's proxy server
Configure custom proxy (use this if your affiliation does not provide a proxy)
|Through your library|
References found in this work BETA
Benjamin A. Neville & Bulent Menguc (2006). Stakeholder Multiplicity: Toward an Understanding of the Interactions Between Stakeholders. [REVIEW] Journal of Business Ethics 66 (4):377 - 391.
William C. Frederick (1994). From CSR1 to CSR2 The Maturing of Business-and-Society Thought. Business and Society 33 (2):150-164.
Juha Nasi, Salme Nasi, Nelson Phillips & Stelios Zyglidopoulos (1997). The Evolution of Corporate Social Responsiveness An Exploratory Study of Finnish and Canadian Forestry Companies. Business and Society 36 (3):296-321.
Citations of this work BETA
Benjamin A. Neville, Simon J. Bell & Gregory J. Whitwell (2011). Stakeholder Salience Revisited: Refining, Redefining, and Refueling an Underdeveloped Conceptual Tool. [REVIEW] Journal of Business Ethics 102 (3):357-378.
Niamh M. Brennan, Doris M. Merkl-Davies & Annika Beelitz (2013). Dialogism in Corporate Social Responsibility Communications: Conceptualising Verbal Interaction Between Organisations and Their Audiences. [REVIEW] Journal of Business Ethics 115 (4):665-679.
Dan Wang, Taiwen Feng & Alan Lawton (forthcoming). Linking Ethical Leadership with Firm Performance: A Multi-Dimensional Perspective. Journal of Business Ethics.
Marc Ingham & Christelle Havard (forthcoming). CSR as Strategic and Organizational Change at “Groupe La Poste”. Journal of Business Ethics.
Alejandro Fontana, Susana Sastre-Merino & Maritza Baca (forthcoming). The Territorial Dimension: The Component of Business Strategy That Prevents the Generation of Social Conflicts. Journal of Business Ethics.
Similar books and articles
Shirish Sangle & P. Ram Babu (2007). Evaluating Sustainability Practices in Terms of Stakeholders' Satisfaction. International Journal of Business Governance and Ethics 3 (1):56-76.
Niklas Egels & Olof Zaring (2005). Corporate Social Performance. Proceedings of the International Association for Business and Society 16:105-111.
Reginald A. Litz (1996). A Resource-Based-View of the Socially Responsible Firm: Stakeholder Interdependence, Ethical Awareness, and Issue Responsiveness as Strategic Assets. [REVIEW] Journal of Business Ethics 15 (12):1355 - 1363.
Lorenzo Sacconi (2006). A Social Contract Account for CSR as an Extended Model of Corporate Governance (I): Rational Bargaining and Justification. [REVIEW] Journal of Business Ethics 68 (3):259 - 281.
Hugh M. O'Neill, Charles B. Saunders & Anne Derwinski McCarthy (1989). Board Members, Corporate Social Responsiveness and Profitability: Are Tradeoffs Necessary? [REVIEW] Journal of Business Ethics 8 (5):353 - 357.
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.
Colin P. Higgins (2005). Profits and Principles. Proceedings of the International Association for Business and Society 16:130-135.
Susanne Arvidsson (2010). Communication of Corporate Social Responsibility: A Study of the Views of Management Teams in Large Companies. [REVIEW] Journal of Business Ethics 96 (3):339 - 354.
Reggy Hooghiemstra (2000). Corporate Communication and Impression Management – New Perspectives Why Companies Engage in Corporate Social Reporting. Journal of Business Ethics 27 (1-2):55 - 68.
Added to index2009-12-21
Total downloads27 ( #176,367 of 1,932,583 )
Recent downloads (6 months)1 ( #456,397 of 1,932,583 )
How can I increase my downloads?