This policy-capturing study, conducted in China, investigated the cognitive basis of managerial decisions to make a corporate charitable donation, a global issue in the context of corporate social responsibility research and practice. Participants responded to a series of scenarios manipulating pressure from the five stakeholders most commonly addressed by CSR research. The independent variables examined included organizational factors and the participants’ personal values. Results indicate a large positive effect of shareholder and governmental pressure on the decision with lesser positive effects (...) from customers and competitors. Surprisingly, employee pressure had a negative effect on the decision to make a charitable donation. Further, personal values and perceived CEO attitudes toward charity were significantly related to the decisions participants made. In line with our theorizing, the findings indicate that a combination of personal, organizational, and institutional factors was salient in the minds of decision makers. (shrink)

Neo-capitalistic approaches to value creation have sometimes developed a bad reputation in terms of sustainability and care for the environment. Yet, there are examples to the contrary emphasising a concern for sustainable capitalism. Our literature synthesis suggests that there is a lack of understanding of the sustainability mechanisms—ways of working helping companies to achieve their leadership in sustainability and maintain it over time. We contribute by addressing this deficiency and specifying four discrete mechanisms which we call the 4S model. Specifically, (...) we apply this model to the cases of two leading exponents of sustainability—Unilever and Patagonia—to explain how companies can operate as forces to change business practice and improve sustainability having regard to people, planet, and profits. (shrink)