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Corporate Social Responsiveness:: Exploring the Dynamics of "Bad Episodes"

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  • Våland, Terje
  • Heide, Morten

Abstract

The purpose of this paper is to improve our understanding of how a company can handle "bad episodes" related to corporate social responsibility (CSR). We introduce a conceptual model in which a CSR Critical Incident passes through three "regulators" which influence the significance of the episode. Depending on the significance of the episode, influenced by the regulators, three responsive strategies are outlined and discussed. The study is based on a case study methodology and focuses on three cases reflecting an environmental disaster, business ethics difficulties and human rights issues. The study contributes to managerial decision-making by identifying responsive strategies to counter corporate image threats and loss of public trust.

Suggested Citation

  • Våland, Terje & Heide, Morten, 2005. "Corporate Social Responsiveness:: Exploring the Dynamics of "Bad Episodes"," European Management Journal, Elsevier, vol. 23(5), pages 495-506, October.
    • Handle: RePEc:eee:eurman:v:23:y:2005:i:5:p:495-506
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    Citations

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    Cited by:

    1. Rüdiger Hahn & Regina Lülfs, 2014. "Legitimizing Negative Aspects in GRI-Oriented Sustainability Reporting: A Qualitative Analysis of Corporate Disclosure Strategies," Journal of Business Ethics, Springer, vol. 123(3), pages 401-420, September.
    2. Fernando, Mario & Almeida, Shamika, 2012. "The organizational virtuousness of strategic corporate social responsibility: A case study of the Sri Lankan family-owned enterprise MAS Holdings," European Management Journal, Elsevier, vol. 30(6), pages 564-576.
    3. Bree Devin & Carol Richards, 2018. "Food Waste, Power, and Corporate Social Responsibility in the Australian Food Supply Chain," Journal of Business Ethics, Springer, vol. 150(1), pages 199-210, June.
    4. Ki‐Hoon Lee, 2007. "Corporate social responsiveness in the Korean electronics industry," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 14(4), pages 219-230, September.
    5. Fernando, Mario & Sim, A.B., 2011. "Strategic ambiguity and leaders’ responsibility beyond maximizing profits," European Management Journal, Elsevier, vol. 29(6), pages 504-513.
    6. Katharina Kaupke & Dodo zu Knyphausen‐Aufseß, 2023. "Sustainability and firm value in the oil and gas industry—A vicious circle?," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 30(3), pages 1129-1144, May.
    7. Marc Ingham & Christelle Havard, 2017. "CSR as Strategic and Organizational Change at “Groupe La Poste”," Journal of Business Ethics, Springer, vol. 146(3), pages 563-589, December.
    8. Ramanathan, Ramakrishnan & Ramanathan, Usha & Zhang, Yubo, 2016. "Linking operations, marketing and environmental capabilities and diversification to hotel performance: A data envelopment analysis approach," International Journal of Production Economics, Elsevier, vol. 176(C), pages 111-122.

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