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What are corporations, and to whom are they responsible? Anthropologist Marina Welker draws on two years of research at Newmont Mining Corporation’s Denver headquarters and its Batu Hijau copper and gold mine in Sumbawa, Indonesia, to address these questions. Against the backdrop of an emerging Corporate Social Responsibility movement and changing state dynamics in Indonesia, she shows how people enact the mining corporation in multiple ways: as an ore producer, employer, patron, promoter of sustainable development, religious sponsor, auditable organization, foreign imperialist, and environmental threat. Rather than assuming that corporations are monolithic, profit-maximizing subjects, Welker turns to anthropological theories of personhood to develop an analytic model of the corporation as an unstable collective subject with multiple authors, boundaries, and interests. Enacting the Corporation demonstrates that corporations are constituted through continuous struggles over relations with—and responsibilities to—local communities, workers, activists, governments, contractors, and shareholders.

This volume explores the impact of Transnational Corporations (TNCs) on the environment of the Global South during this period of neoliberal globalization. It develops themes around transnational extractive activity; the impact of transnational capital on indigenous populations, and the role played by international institutions,.

An extensive work has been done on corporate social responsibly practices (CSRPs) that mainly emphasized the larger firms within developed nations. Nonetheless, still work is needed to observe the importance of CSRPs' and ethical cultural practices (ECL) in terms of sustainable competitive performance (SACP) that garnered far less attention by the existing literature. This study explores the impact of CSRPs on SACP with the mediating role of ECL from SMEs of two emerging nations, i.e., China and Pakistan based on stakeholders' theory and practices. The results using SEM affirmed the positive linkages of CSRPs—environment responsibility (EnvR), community responsibility (ComuR), customers' responsibility (CustR), suppliers responsibility (SupR), employee responsibility (EmpR), and Govt. rules & regulations' responsibility (GRulR)—on SACP. It found that CSRPs have positive relationships with ECL whereas ECL further positively correlated with SACP in the context of both countries. The findings revealed the positive mediating influence of ECL between CSRPs and SACP, respectively. This study furnishes insightful information for management on how firms may achieve sustainable performance by incorporating ethical cultural practices and corporate social responsibility practices as the strategic tools. The study reports numerous implications for management together with lines for future directions.

How to Convert Sustainability Disclosure into Action New standards such as those of the International Sustainability Standards Board and new regulations from the Securities and Exchange Commission are challenging companies to increase and improve their disclosure on what they are doing to support sustainability for their Environmental, Social and Governance activities. Companies are responding by changing their controls and procedures to include sustainability processes. But is this enough? For companies that truly want to help with sustainability issues, the answer is no. What is needed is the more action-oriented approach laid out in this book, which: * Enables modifying the corporate strategic plans to include real sustainability actions. * Makes use of the skills developed in providing sustainability disclosures, such as integrated thinking. * Includes proper adoption of recognized standards for control procedures recognized by regulatory authorities. * Adapts traditional management change tools, such as SWOT and the Porter Five Forces Model to include sustainability. * Shows how to move the company from sustainability disclosure to integrated thinking to Corporate Social Responsibility. Beyond Sustainability Reporting: Integrated Thinking and Corporate Social Responsibility is a must-read for any company wanting to make a strong contribution to sustainability issues, for educators who wish to teach sustainability issues and how to manage them, and for anyone interested in knowing how companies can develop a strong and successful action-oriented program for sustainability.

Winner of the 2015 Rachel Carson Prize presented by the Society for Social Studies of Science Residents of a small Louisiana town were sure that the oil refinery next door was making them sick. As part of a campaign demanding relocation away from the refinery, they collected scientific data to prove it. Their campaign ended with a settlement agreement that addressed many of their grievances-but not concerns about their health. Yet, instead of continuing to collect data, residents began to let refinery scientists' assertions that their operations did not harm them stand without challenge. What makes a community move so suddenly from actively challenging to apparently accepting experts' authority? Refining Expertise argues that the answer lies in the way that refinery scientists and engineers defined themselves as experts. Rather than claiming to be infallible, they began to portray themselves as responsible-committed to operating safely and to contributing to the well-being of the community. The volume shows that by grounding their claims to responsibility in influential ideas from the larger culture about what makes good citizens, nice communities, and moral companies, refinery scientists made it much harder for residents to challenge their expertise and thus re-established their authority over scientific questions related to the refinery's health and environmental effects. Gwen Ottinger here shows how industrial facilities' current approaches to dealing with concerned communities-approaches which leave much room for negotiation while shielding industry's environmental and health claims from critique-effectively undermine not only individual grassroots campaigns but also environmental justice activism and far-reaching efforts to democratize science. This work drives home the need for both activists and politically engaged scholars to reconfigure their own activities in response, in order to advance community health and robust scientific knowledge about it.

Corporate social responsibility (CSR) reporting is becoming mainstream, yet there is limited research on whether and how CSR reports communicate value relevant information. We examine the effects of CSR report readability and tone on future CSR performance and the market reaction around the release of CSR reports. Using a hand-collected dataset of Fortune 500 companies that published stand-alone CSR reports from 2002 to 2014, we find that 1-year-ahead CSR performance is positively associated with the changes in both CSR report readability and tone, suggesting that more readable text and more optimistic tone in a firm's CSR report are indicative of better future CSR performance. Furthermore, consistent with the view that CSR reports communicate important value relevant information to the market, we document significant market reactions to report readability and tone around the release of CSR reports. Additional analyses suggest that CSR report readability enhances the association between the abnormal returns and the change in CSR report tone, and that the market reaction to CSR report readability is more pronounced for firms with lower analyst following and higher financial opacity. Taken together, our results substantiate the important roles of CSR report readability and tone in communicating future CSR performance and imparting value relevant information to the market.

The first and only edited volume on the anthropology of corporate social responsibility. Offers a critical, comprehensive overview charting the anthropological contribution to the analysis of corporate social responsibility. Draws together work of key thinkers/anthropologists working on corporate social responsibility. Brings together ethnographic case studies of CSR in practice from diverse localities across the global and across various sectors and industries from mining, oil and gas, to cosmetics and apparel.

Corporate social responsibility (CSR) positively impacts relationships between firms and customers. Previous research construes this as an outcome of customers' warm glow that results from supporting firms' benevolence. The current research demonstrates that beyond warm glow, CSR positively impacts firms' sales through mitigating their customers' perceptions of purchase risk. We demonstrate this effect across three conditions in which customers' perceived risk of purchase is heightened, using both secondary data and two lab experiments. Under conditions of greater purchase risk (i.e., recessions, a service context, and longer-term consumer commitments), CSR positively impacts both sales and customer purchase intentions to a greater extent than in conditions of lower purchase risk. In addition to measuring purchase risk as the mediating process behind these effects, we demonstrate that the effect of CSR on sales is stronger for those CSR activities that signal a stakeholder orientation.

THIS BOOK—THE FIRST OF A TWO-VOLUME SERIES—ARGUES THAT, TODAY, STAKEHOLDER THINKING has evolved into the study of interactive, mutually engaged and responsive relationships that establish the very context of doing modern business, and create the groundwork for transparency and accountability. Unfolding Stakeholder Thinking, Volume 1 makes it clear that in today’s societies successful companies are those that recognise that they have responsibilities to a range of stakeholders that go beyond mere compliance with the law or meeting the fiduciary responsibility inherent in maximising returns to shareholders. If in the past the focus was on enhancing shareholder value, now it is on engaging stakeholders for long-term value creation, a process that creates a dynamic context of interaction, mutual respect, dialogue and change. There are clear implications to the way in which stakeholder thinking is unfolding today. If in the past corporate ‘social’ responsibility was simply seen as profitability plus compliance plus philanthropy, now responsible corporate citizenship—or corporate responsibility—means companies being more aware of and understanding the societies in which they operate. Corporate responsibility means recognising that day-to-day operating practices affect stakeholders and that it is in those impacts where responsibility lies, not merely in efforts to ‘do good’. Companies are now faced with a wide array of challenges that mean that senior executives and managers need to be able to deal with issues including greater accountability, human rights abuses, sustainability strategies, corporate governance codes, workplace ethics, stakeholder consultation and management. Stakeholder thinking needs to capture these new realities. The rise in power of global activism involving NGOs, and global business involving multinational corporations, makes it even more critical today for companies to consider the power and interests of corporate stakeholders when developing strategic plans. The interactivity and mutuality of relationships described in this book make it clear that firms and stakeholders share the power and responsibility to influence both the profit potential of the firm and how the benefits of the firm’s success impact on society. This important volume brings together leading academic thought on stakeholder thinking for the first time. Unfolding Stakeholder Thinking will be indispensable to corporate managers, NGOs and academics seeking greater understanding of the dynamics of stakeholder thinking in a world of rapidly changing responsibilities. ‘The work that needs to be done in order to rescue business from the moral scrapheap is being done by the authors and editors of this volume … Unfolding Stakeholder Thinking is the right book at the right time.’ R. Edward Freeman ‘This is an insightful overview of the evolution of the corporate relationship to society. The clear identification of stages can also be interpreted as typologies of corporate social responsibility. Companies may find it revealing to position themselves on the axis the authors have created.’ Dr Herbert Heitmann, Senior Vice President Global Communications, SAP AG ‘This book is recommended reading for such stakeholders, be they company managers, trade unionists, government officials or NGO activists, who want a better contextual understanding of this new, more inclusive approach to value creation.’ Chris Marsden, OBE, Chair, Amnesty UK Business Group ‘The authors take the reader through the complex journey that is stakeholder thinking, providing clarity, with context and perspective, while signposting the challenges and dilemmas for business in our societies.’ James Forte, Director, Corporate Citizenship, Europe, KPMG

We bring together social identity and social exchange perspectives to develop and test a moderated mediation model that sheds light on employees’ perceptions regarding the interrelations between an organization’s external and internal CSR initiatives and their job attitudes and work behaviours. This is important because employees’ sensemaking of CSR motives as being either self-focussed or others-focussed can produce meaningful variations in their job satisfaction and the dimensions of organizational commitment. Also, the consolidation of CSR’s underlying psychological mechanisms can advance our understanding of the processes, contingencies, and outcomes of employees’ perceptions of their employing organization’s CSR initiatives. Our findings indicate that of the two orientations, only external CSR is associated with increased levels of employee commitment through the enhancement of job satisfaction. In particular, job satisfaction was found to fully mediate the impact of external CSR on behavioural commitment and partially mediate its impact on attitudinal commitment. To our surprise, internal CSR has no significant association with job attitudes or work behaviours. We further reveal the complementarity of external and internal CSR orientations; the effect of external CSR on employee outcomes is stronger when employed in concert with internal CSR. Our results contribute to and have implications for both theory and practice.