Abstract
Corporate social responsibility (CSR) is a concept that has acquired a new resonance in the global economy. With the advent of globalization, managers in different contexts have been exposed to the notion of CSR and are being pressured to adopt CSR initiatives. Yet, in view of vastly differing national cultures and institutional realities, mixed orientations to CSR continue to be salient in different contexts, oscillating between the classical perspective which considers CSR as a burden on competitiveness and the modern perspective that views CSR as instrumental for business success. Capitalizing on the two-dimensional CSR model developed by Quazi and O’Brien (Journal of Business Ethics 25, 33–51, 2000), this article assesses managerial perspectives towards CSR in three neighboring Middle Eastern countries (Lebanon, Syria and Jordan) through an empirical study involving 333 managers. The findings lend support to the Quazi and O’Brien model (2000), suggesting some commonalities in CSR orientations as well as minor divergences. The findings are discussed and cross-cultural implications drawn accordingly.
This is a preview of subscription content, log in via an institution to check access.
Similar content being viewed by others
References
Barnett M.: 2007, Stakeholder Influence Capacity and the Variability of Financial Returns to Corporate Social Responsibility. Academy of Management Review 32(3),794–816
Brickson S.: 2007, Organizational Identity Orientation: The Genesis of the Role of the Firm and Distinct Forms of Social Value. Academy of Management Review 32 (3), 864–888
Business for Social Responsibility: 2001, Introduction to Corporate Social Responsibility. [Online] available:http://www/bsr.org/bsrresources/WhitePapers_Issue Area.cfm
Clement-Jones, T.: 2005, ‹Bottom Line Issue or Public Relations Exercise?’, in J. Hancock (ed.), Investing in Corporate Social Responsibility: A Guide to Best Practice, Business Planning and the UK’s Leading Companies (Kogan Page, London), pp. 5–13
De la Crus Deniz, M. and K. C. Suarez: 2005, ‹Corporate Social Responsibility and Family Business in Spain’, Journal of Business Ethics 56, 27–41
Greenfield, W. M.: 2004, ‹In the Name of Corporate Social Responsibility’, Business Horizons 47, 19–28
Hancock, J.: 2005, ‹Introduction: Why this Subject? Why this Book?’, in J. Hancock (ed.), Investing in Corporate Social Responsibility: A Guide to Best Practice, Business Planning and the UK’s Leading Companies (Kogan Page, London), pp. 1–4
Jackson, I. and J. Nelson: 2004, ‹Values-Driven Performance: Seven Strategies For Delivering Profits with Principles’, Ivey Business Journal 69(2), 1–8
Jamali D.: 2007, The Case for Strategic Corporate Social Responsibility in Developing Countries. Business and Society Review 112(1), 1–27
Jensen M.: 2002, Value Maximization, Stakeholder Theory and the Corporate Objective Function. Business Ethics Quarterly 12, 235–356
Kreitner R. 2001, Management (Houghton Mifflin Company, New York)
Lantos G. P.: 2001, The Boundaries of Strategic Corporate Social Responsibility. Journal of Consumer Marketing 18(7), 595–630
Margolis J., J. Walsh: 2001, People and Profits? The Search for a Link Between a Company’s Social and Financial Performance. (Lawrence Erlbaum, NJ)
Murray, A.: 2005, ‹The Economy, Business: Will Social Responsibility Harm Business?’, The Wall Street Journal, May 18
Parker C., J. Braithwaite (2003). Regulation. In: Cane P., Tushnet M. (Eds) In the Oxford Handbook of Legal Studies, Oxford University Press, Oxford: 119–145
Pettit, P.: 2005, ‹Responsibility Incorporated’, Paper presented at the Kadish Center for Morality, Law and Public Affairs, Workshop in Law, Philosophy and Political Theory, 23 March 2005
Porter, M. and M. Kramer: 2003, ‹The Competitive Advantage of Corporate Philanthropy’, Harvard Business Review on Corporate Social Responsibility (Harvard Business School Press), pp. 27–64
Quazi A.: 2003, Identifying the Determinants of Corporate Managers’ Perceived Social Obligations. Management Decision 41(9), 822–831
Quazi A., D. O’Brien: 2000, An Empirical Test of a Cross-National Model of Corporate Social Responsibility. Journal of Business Ethics 25, 33–51
Rudolph, P.: 2005, ‹Letters to the Editor: An Adam Smith Look at Green Regulations’, The Wall Street Journal, June 6
Scherer A., G. Palazzo, D. Baumann 2006, Global Rules and Private Actors: Toward a New Role of the Transnational Corporation in Global Governance. Business Ethics Quarterly 16(4), 505–532
Steiner G., J. Steiner: 1997, Business, Government and Society – A Managerial Perspective (McGraw Hill, New York)
Sundaran A., A. Inkpen: 2004, The Corporate-Objective Revisited. Organization Science 15, 350–363
Walsh J., K. Weber, J. Margolis: 2003, Social Issues and Management: Our Lost Cause Found. Journal of Management 29, 859–881
World Business Council for Sustainable Development.: 2001, The Business Case for Sustainable Development: Making a Difference Towards the Johannesburg Summit 2002 and Beyond. [Online] available: http://www.wbcsd.org
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
About this article
Cite this article
Jamali, D., Sidani, Y. & El-Asmar, K. A Three Country Comparative Analysis of Managerial CSR Perspectives: Insights From Lebanon, Syria and Jordan. J Bus Ethics 85, 173–192 (2009). https://doi.org/10.1007/s10551-008-9755-7
Received:
Accepted:
Published:
Issue Date:
DOI: https://doi.org/10.1007/s10551-008-9755-7