"Why has CSR become part of the mainstream business and academic agenda in the 21st century? How can CSR be fully integrated in business strategy and day-to-day operations? Do companies become more vulnerable to criticism from stakeholders if they make public their commitment to CSR? These are just some of the questions and challenges explored in this exciting new textbook. Readers will gain comprehensive knowledge and understanding of the history of CSR, the key CSR drivers, the main theoretical CSR perspectives and the dominant CSR practices found in the business community, and, more crucially, they will learn how to implement CSR in practice"--
This special issue shares some of the papers presented at the Partnership 2012: NGO+Business conference at Copenhagen Business School. During the event, a range of business leaders, NGO representatives, politicians, academics and students discussed how partnerships can help to alleviate urgent social and environmental challenges facing the world
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Purpose The purpose of this paper is to examine to what extent the conventional stakeholder model mirrors managerial perceptions of the stakeholder environment in the Swedish fashion industry. The authors aim to adopt a novel approach to stakeholder measurement, as the traditional stakeholder model is constrained by its static two-dimensional nature, which captures neither the nuances of the stakeholder literature nor the dynamics of the firm's stakeholder universe.
Design/methodology/approach Empirically, the paper is based on findings from a survey among 492 Swedish fashion manufacturers and retailers.
Findings The paper reports significant discrepancy between the conventional stakeholder model and the perceptions of real-life managers of the stakeholder environment. On the surface, their understanding is more in line with the managerial model of the firm from which the stakeholder literature originally departs. It is argued, however, that the discrepancy may be rooted in technology rather than theory as the stakeholder model is constrained by its static two-dimensional nature, which captures neither the nuances of the stakeholder literature nor the dynamics of the firm's stakeholder universe. The paper, therefore, introduces an animated alternative to the conventional stakeholder model that provides a richer graphical representation of a firm's stakeholder universe.
Research limitations/implications The paper refers to the open-ended questions in the survey in terms of descriptive statistics, and not the entire quantitative measures in the survey. This is because these questions are crucial to the authors' approach to the suggested new stakeholder model, which is not tested quantitatively, but should be perceived as explorative – as a qualitative outcome of the survey. The survey is conducted through the web in the Swedish fashion industry only; thus; the authors' suggested model needs further quantitative qualification, which the authors plead for in future research.
Originality/value The originality of the paper is its novel approach to stakeholder measurement based on the perceptions of real-life managers of the stakeholder environment of the Swedish fashion industry. The traditional stakeholder model is constrained by its static two-dimensional nature, which the paper's animated three-dimensional alternative provides a richer graphical representation of a firm's stakeholder universe.
AbstractPrevious studies show that individual characteristics can influence stakeholder attitudes towards corporate social responsibility (CSR). This study analyses employee attitudes such as CSR demandingness, trust and satisfaction, to determine whether they vary according to differences in gender, age, and educational level. The analysis was carried out by surveying 153 employees of 11 Italian banks, and by performing a content analysis of the banks' sustainability reports. The Italian banking sector was chosen because of recent financial and CSR scandals. The findings suggest that, on average, male employees are slightly more trusting in and satisfied with CSR performance than their female counterparts. Graduates are slightly more demanding, largely more trusting, and generally more satisfied than non‐graduates. Interestingly, the difference between older and younger employees is not significant. The proposed approach can be useful in designing tailored CSR activities and communication avenues by shedding light on employees' CSR attitudes.
