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This study examines the communication imperative for corporate social responsibility (CSR). Based on in-depth interviews with CSR managers in large domestic and global corporations in India, the study furthers scholarly efforts to situate communication as central to the enactment of socially responsible behavior. The article begins by explicating the three prominent approaches— instrumental, relational, and constitutive—advanced in CSR scholarship, as a basis for understanding how CSR managers construct or articulate the case for communication in CSR. Participant discourses suggest an important and multi-dimensional role for communication, emphasize the need for subtlety and balance in communicating CSR, and point to the role of the media as a potential (dis)enabler for "getting the word out." The study also reflects on the intersections and departures between scholarship and practice of CSR communication.

The ongoing refugee crisis presents a plethora of challenges and requires systematic contributions from public and private entities—e.g., governments, non-governmental organizations, community organizations and businesses. Relative to the other three, (explicit) business efforts toward refugee (economic) integration are yet sporadic, limited to a few large organizations. While acknowledging that integration encompasses multiple spheres and is complicated by national and local variations across EU member states, this conceptual article treats business support of refugee (economic) integration as a manifestation of corporate social responsibility (CSR) and contends that such efforts may enhance employee-organizational identification. Drawing on scholarship from CSR and organization–employee identification, we develop a conceptual model including propositions about mediating and moderating mechanisms of the relationship among refugee integration, CSR communication and employee-organizational identification. Our study offers a conceptual bridge between what is known about the importance, barriers and enablers of refugee labor market integration with the lesser-known organizational, specifically employee, perspectives on the issue. Leveraging on this conceptual framework, further research may focus on testing the relationship empirically through collecting field data from business firms which have made an explicit claim on refugee support.

The ongoing refugee crisis presents a plethora of challenges and requires systematic contributions from public and private entities - e.g., governments, non-governmental organizations, community organizations and businesses. Relative to the other three, (explicit) business efforts toward refugee (economic) integration are yet sporadic, limited to a few large organizations. While acknowledging that integration encompasses multiple spheres and is complicated by national and local variations across EU member states, this conceptual article treats business support of refugee (economic) integration as a manifestation of corporate social responsibility (CSR) and contends that such efforts may enhance employee-organizational identification. Drawing on scholarship from CSR and organization - employee identification, we develop a conceptual model including propositions about mediating and moderating mechanisms of the relationship among refugee integration, CSR communication and employee-organizational identification. Our study offers a conceptual bridge between what is known about the importance, barriers and enablers of refugee labor market integration with the lesser-known organizational, specifically employee, perspectives on the issue. Leveraging on this conceptual framework, further research may focus on testing the relationship empirically through collecting field data from business firms which have made an explicit claim on refugee support.

AbstractAlthough crisis planning (including both prevention and preparation) is well‐established as the 'alpha' of crisis management, businesses often find themselves caught off‐guard in the face of crises. What impedes business organizations from heeding scholarly advice to engage in crisis planning? Interviews with corporate communication professionals suggest that in a fast‐evolving digital landscape characterized by the ambiguity of what 'qualifies' as a crisis, the need for an organizational culture of preparedness and balancing structure with agility are the hallmarks of crisis planning. Even when interviewees acknowledge the importance of crisis planning, cultivating a culture of preparedness is contingent on an engaged leadership that recognizes and provides communication professionals a seat at the table, fosters internal coordination, and understands the importance of peacetime relationships with stakeholders. Our paper addresses the complexities and implications of crisis planning that is typically hidden from view.