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"Soziale Verantwortung"
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Creating social value : a guide for leaders and change makers
Social value creation is a journey and each company charts its own path through uncertain and complex terrain. The entrepreneurial leaders profiled in this book are trail-blazers in this new business landscape using both strategy and innovation to generate profits and social value simultaneously. Creating Social Value focuses on the motivations and preoccupations of entrepreneurial leaders as they look to activate change within their companies, in their sectors, value chains and even through co-creating partnerships with their competitors. Such change requires fundamentally new styles of leadership and business design where companies seek to be generative rather than extractive. This book is also the story of the emergence of new language. As the authors worked with social entre- and intrapreneurs, they began to hear the building blocks of a new lexicon with the power to inspire and positively influence the culture of an organization. Many of the leaders included in this book have driven change by harnessing the power of language to transform the direction their company is taking. For example, Campbell's have created destination goals to describe the long-term vision of the company to nourish its customers, employees and neighbors. Roshan has worked on nation building, creating physical infrastructure in Afghanistan, a country decimated by war. UPS has worked to understand its impact on the planet, and Ford is working with Toyota to co-create technologies to combat climate change. This book sets out a manifesto for Social Value Creation, defining it as a strategy that combines a unique set of corporate assets (including innovation capacities, marketing skills, managerial acumen, employee engagement, scale) in collaboration with the assets of other sectors and firms to co-create breakthrough solutions to complex economic, social and environmental issues that impact the sustainability of both business and society.
Book
Making Sustainability Work
The best practices in corporate sustainability performance are no longer the exclusive domain of companies like Ben & Jerry's or The Body Shop, as they were a decade ago; now, large, multinational companies like G.E. and Wal-Mart are leading the way with significant financial and organizational commitments to social and environmental issues. However, good intentions aren't enough. Whether motivated by concern for society and the environment, government regulation, stakeholder pressures, or economic profit, managers and strategists need to continue making significant changes to more effectively manage their social, economic, and environmental impacts-and to remain competitive. The guidance they need to do that is in this book.
eBook
Good works
\"Marketing guru Philip Kotler explains how social initiatives can help your business growBusinesspeople who mix cause and commerce are often portrayed as either opportunistic corporate \"causewashers\" cynically exploiting nonprofits, or visionary social entrepreneurs for whom conducting trade is just a necessary evil in their quest to create a better world. Marketing and corporate social initiatives requires a delicate balancing act between generating financial and social dividends. Good Works is a book for business builders, not a Corporate Social Responsibility treatise. It is for capitalists with the hearts and smarts to generate positive social impacts and bottom-line business results.Good Works is rich with actionable advice on integrating marketing and corporate social initiatives into your broader business goals. Makes the case that purpose-driven marketing has moved from a nice-to-do to a must-do for businesses Explains how to balance social and business goals Author Philip Kotler is one of the world's leading authorities on marketing; David Hessekiel is founder and President of Cause Marketing Forum, the world's leading information source on how to do well by doing good; Nancy Lee is a corporate social marketing expert, and has coauthored books on social marketing with Philip Kotler With Good Works, you'll find that you can generate significant resources for your cause while achieving financial success\"--
eBook
The market for virtue : the potential and limits of corporate social responsibility
In the highly praised The Market for Virtue, David Vogel presents a clear, balanced analysis of the contemporary corporate social responsibility (CSR) movement in the United States and Europe. In this updated paperback edition, Vogel discusses recent CSR initiatives and responds to new developments in the CSR debate. He asserts that while the movement has achieved success in improving some labor, human rights, and environmental practices in developing countries, there are limits to improving corporate conduct without more extensive and effective government regulation. Put simply, Vogel believes that there is a market for virtue, but it is limited by the substantial costs of socially responsible business behavior. Praise for the cloth edition: \"The definitive guide to what corporate social responsibility can and cannot accomplish in a modern capitalist economy.\"--Robert B. Reich, Brandeis University, and former U.S. Secretary of Labor \"Vogel raises a number of excellent points on the present and future of CSR.\"--Working Knowledge, Harvard Business School \"A useful corrective to the view that CSR alone is the full answer to social problems.\"--Business Ethics \"The study combines sound logic with illustrative cases, and advances the sophistication of the CSR debate considerably.\" --John G. Ruggie, Harvard University, co-architect of UN Global Compact.
eBook
Corporate Hypocrisy: Overcoming the Threat of Inconsistent Corporate Social Responsibility Perceptions
Reports of firms' behaviors with regard to corporate social responsibility (CSR) are often contrary to their stated standards of social responsibility. This research examines the effects of communication strategies a firm can use to mitigate the impact of these inconsistencies on consumer perceptions of corporate hypocrisy and subsequent beliefs about the firm's social responsibility and attitudes toward the firm. Study 1 indicates that a proactive communication strategy (when the firm's CSR statements precede conflicting observed behavior) leads to higher levels of perceived hypocrisy than a reactive strategy (when the firm's CSR statements follow observed behavior). The inconsistent information in both scenarios increases perceptions of hypocrisy, such that CSR statements can actually be counterproductive. Study 1 also reveals how perceived hypocrisy damages consumers' attitudes toward firms by negatively affecting CSR beliefs and provides evidence for the mediating role of hypocrisy during information processing. Study 2 finds that varying CSR policy statement abstractness acts to reduce the hidden risk of proactive communication strategies and can improve the effectiveness of a reactive strategy. Study 3 reveals that an inoculation communication strategy reduces perceived hypocrisy and minimizes its negative consequences, regardless of whether the CSR strategy is proactive or reactive.
Journal Article
Corporate social responsibility and employee engagement
Growing evidence suggests that employees’ perceptions of their employer’s corporate social responsibility (CSR) relate positively to employee work engagement. This is an important connection given the impact of work engagement on both employee health and organizational productivity, as well as the importance of CSR for society. In this paper, however, we argue that the CSR perceptions–work engagement relationship cannot be assumed to be universal and that both individual and contextual factors will place meaningful boundary conditions on this effect. Integrating motivation and cross-cultural theories, we propose that the relationship between employees’ CSR perceptions and their work engagement will be stronger among employees who perceive higher CSR-specific relative autonomy (i.e., employees’ contextualized motivation for complying with, advocating for, and/or participating in CSR activities) and that this amplification effect will be stronger among employees who are higher on individualism (studied at the individual-level of analysis). These predictions were mostly supported among a sample of 673 working adults from five different regions (Canada, China [mainland], France, Hong Kong, and Singapore) and while controlling for first-party justice perceptions, moral identity, employee demographics, and employer/nation characteristics. Theoretical and practical implications are discussed.
Journal Article
Corporate Social Responsibility, Customer Satisfaction, and Market Value
Although prior research has addressed the influence of corporate social responsibility (CSR) on perceived customer responses, it is not clear whether CSR affects market value of the firm. This study develops and tests a conceptual framework, which predicts that (1) customer satisfaction partially mediates the relationship between CSR and firm market value (i.e., Tobin's q and stock return), (2) corporate abilities (innovativeness capability and product quality) moderate the financial returns to CSR, and (3) these moderated relationships are mediated by customer satisfaction. Based on a large-scale secondary data set, the results show support for this framework. Notably, the authors find that in firms with low innovativeness capability, CSR actually reduces customer satisfaction levels and, through the lowered satisfaction, harms market value. The uncovered mediated and asymmetrically moderated results offer important implications for marketing theory and practice.
Journal Article
The Debate over Doing Good: Corporate Social Performance, Strategic Marketing Levers, and Firm-Idiosyncratic Risk
Marketers and investors face a heated, provocative debate over whether excelling in social responsibility initiatives hurts or benefits firms financially. This study develops a theoretical framework that predicts (1) the impact of corporate social performance (CSP) on firm-idiosyncratic risk and (2) the role of two strategic marketing levers, advertising and research and development (R&D), in explaining the variability of this impact among different firms. The results show that higher CSP lowers undesirable firm-idiosyncratic risk. Notably, although the salutary impact of CSP is greater in firms with higher (versus lower) advertising, a simultaneous pursuit for CSP, advertising, and R&D is harmful with increased firm-idiosyncratic risk. For theory, the authors advance the literature on the marketing—finance interface by drawing attention to the risk-reduction potential of CSP and by shedding new light on some critical but neglected roles of strategic marketing levers. They also extend CSP research by moving away from the long-fought battle for a universal CSP impact and toward a finer-grained understanding of when some firms derive more risk-reduction benefits from CSP. For practice, the results indicate that the \"goodwill refund\" of CSP is not unconditional. They also empower marketers to communicate more effectively with investors (i.e., doing good to better manage the risk surrounding firm stock prices).
Journal Article
Choice of Cause in Cause-Related Marketing
Spurred by the consumer demand for companies to be socially responsible, cause-related marketing (CM), in which fund raising for a cause is tied to purchase of a firm's products, has become popular in recent years. The authors demonstrate the conditions in which CM campaigns that allow consumers to choose the cause that receives the donation lead to greater consumer support than those in which the company determines the cause. They show that choice in this context is helpful as long as it increases consumers' perception of personal role in helping the cause. Specifically, allowing consumers to select the cause in a CM campaign is more likely to enhance perceived personal role and, thus, purchase intentions (1) for those consumers who are high (vs. low) in collectivism and (2) when the company and causes have low (vs. high) perceptual fit. Finally, the authors show that under certain conditions, choice may have a negative impact on perceived personal role and consumer support of CM campaigns.
Journal Article
Values and Inequality: Prosocial Jobs and the College Wage Premium
Employers often recruit workers by invoking corporate social responsibility, organizational purpose, or other claims to a prosocial mission. In an era of substantial labor market inequality, commentators typically dismiss these claims as hypocritical: prosocial employers often turn out to be no more generous with low-wage workers than are other employers. In this article, we argue that prosocial commitments in fact inadvertently reduce earnings inequality, but through a different channel than generosity. Building on research on job values, we hypothesize that college graduates are more willing than nongraduates to sacrifice pay for prosocial impact. When employers appeal to prosocial values, they can thus disproportionately reduce pay for higher-educated workers. We test this theory with data on online U.S. job postings. We find that prosocial jobs requiring a college degree post lower pay than do standard postings with exactly the same job requirements; prosocial jobs that do not require a college degree, however, pay no differently from other low-education jobs. This gap reduces the aggregate college wage premium by around 5 percent. We present a variety of supplementary evidence using labor market data, worker survey responses, and a vignette experiment with hiring managers. The findings reveal an unintended consequence of employers’ embrace of prosocial values: it offsets macro-level inequality.
Journal Article