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)|
References found in this work BETA
From CSR1 to CSR2 The Maturing of Business-and-Society Thought.William C. Frederick - 1994 - Business and Society 33 (2):150-164.
The Evolution of Corporate Social Responsiveness An Exploratory Study of Finnish and Canadian Forestry Companies.Juha Nasi, Salme Nasi, Nelson Phillips & Stelios Zyglidopoulos - 1997 - Business and Society 36 (3):296-321.
Citations of this work BETA
Dialogism in Corporate Social Responsibility Communications: Conceptualising Verbal Interaction Between Organisations and Their Audiences. [REVIEW]Niamh M. Brennan, Doris M. Merkl-Davies & Annika Beelitz - 2013 - Journal of Business Ethics 115 (4):665-679.
Stakeholder Salience Revisited: Refining, Redefining, and Refueling an Underdeveloped Conceptual Tool. [REVIEW]Benjamin A. Neville, Simon J. Bell & Gregory J. Whitwell - 2011 - Journal of Business Ethics 102 (3):357-378.
Linking Ethical Leadership with Firm Performance: A Multi-Dimensional Perspective.Dan Wang, Taiwen Feng & Alan Lawton - forthcoming - Journal of Business Ethics.
The Territorial Dimension: The Component of Business Strategy That Prevents the Generation of Social Conflicts.Alejandro Fontana, Susana Sastre-Merino & Maritza Baca - 2017 - Journal of Business Ethics 141 (2):367-380.
CSR as Strategic and Organizational Change at “Groupe La Poste”.Marc Ingham & Christelle Havard - forthcoming - Journal of Business Ethics.
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