Chapter
Part I Embedding corporate responsibility
1 A Corporate social responsibility-corporate financial performance behavioural model for employees
Opening the CSR–CFP black box: employee behaviour
as a missing link
The quest for an elusive link
The move towards strategic CSR
A key (but neglected) stakeholder for strategic CSR
A CSR–CFP behavioural model for employees
Identification with socially responsible companies: respect and pride
Social exchange and CSR: norms of reciprocity
Input: CSR as perceived by employees
The deployment of CSR initiatives
Employees’ perceptions of CSR
Social identification: how perceived CSR affects employee attitudes
Perceived organizational support
Organizational commitment
Social exchange: how employees' attitudes affect their social behaviours
Organizational citizenship behaviours
Organizational irresponsible behaviours
Outcomes: impact on HR and financial performance
Impact of behaviours on HR performance
Impact on corporate financial performance
Moderators of CSR influence on employees
Dynamics of exchanges: virtuous versus vicious circle
Managerial implications of the model
CSR as an internal marketing tool
Including employees in the design of the CSR strategy
Strategic implications for CSR
2 The integrative benefits of social alliances: balancing, building and bridging
Theme 1: allying across sector boundaries
Theme 2: integrating personal identities
Theme 3: relating across organizational boundaries
Balancing, building and bridging
3 Integrating corporate citizenship: leading from the middle
Challenges for integration
Case 1: from silos to cooperation
Case 2: from issues management to corporate responsibility
Case 3: from corporate policies to business practices
Paths to corporate citizenship
Leading change from the middle: a catalytic approach
Institutionalization strategies
Connecting citizenship to the brand
Catalysing change: lessons from integrating corporate citizenship
4 CSR in search of a management model: a case of marginaliztion of a CSR initiative
CSR in search of management models
Adopting a managerial approach on CSR
Management models: definition and relevance for CSR analysis
From ‘sustainable development’ to ‘profitable development’: a process of marginalization of a CSR initiative in an energy firm
An initially favourable organizational context
The dissonance between management discourse and operational components of the CSR management model
The vicious circle of marginalization
Discussion and implications
Part II Marketing and corporate responsibility
5 Global segments of socially conscious consumers: do they exist?
The search for the elusive socially conscious consumer
Segmenting the socially conscious consumer
Differences in segment membership by country
The socially conscious consumer
Consumer knowledge about social issues
6 Impact of CSR commitments and CSR communication on diverse stakeholders: the case of IKEA
Environmental issues in IKEA’s supply chains
Social issues in IKEA’s supply chains
Stakeholders in the CSR development process
Role of external stakeholders
Reactive and proactive actions taken by IKEA
Traditional means of communication
Specific means of communication
Impact of CSR commitments and communication on diverse ..stakeholders
Organizations other than partners
Organizations specializing in CSR
Listening to external stakeholders and acting both reactively and proactively
Demonstrating factual commitment and highlighting achievements
Communicating with external stakeholders using appropriate tools
Involving external stakeholders in design and monitoring
Continuously developing CSR policies
Conclusions and discussions
Appendix: data collection and analysis
7 The relationship between corporate responsibility and brand loyalty in retailing: the mediating role of trust
The role of trust in Fair Trade products
Part III Corporate responsibility and developing countries
8 Stretching corporate social responsibility upstream: improving sustainability in global supply chains
The emergence of upstream CSR programmes
Reasons for stretching CSR upstream
The Lake Victoria–EU Nile perch chain
Problems of stretching CSR upstream
Recognizing upstream problems downstream
Creating sustainable market mechanisms for
local traders and primary producers
How to implement sustainable market mechanisms
9 Breaking new ground: the emerging frontier of CSR in the extractive sector
Overview of the extractive sector
The core issue: looking beyond the fence line
Case study: the Tintaya copper mine
A framework for analysing the CSR frontier
10 Overcoming rural distribution challenges at the bottom of the pyramid
Geographic spread of the BOP
The distribution challenge
Poor road, communications and electricity infrastructure
Lack of knowledge and skills
Organizational shortcomings
Socially responsible distribution strategies
Hindustan Unilever Limited (HUL)
Rural Electrification Department
Bridge the infrastructure gap
Differential, or layered, distribution
Using information to empower the BOP
Cross-sectoral collaboration
What’s in it for multinationals?
Contributions on current sales
Consumer information databases
Contributions on current sales
Pre-emptive distribution
Consumer information databases
Payoff for the bottom of the pyramid
Global Challenges in Responsible Business
( Cambridge Companions to Management )
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