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Developing CSR Giving as a Dynamic Capability for Salient Stakeholder Management

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  • John Cantrell

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  • Elias Kyriazis

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  • Gary Noble

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Abstract

In this paper, we draw upon the emerging view of strategic cognition and issue salience and show that CSR giving has evolved into more than an altruistic response to being asked for support, to one which is embedded in the strategic frames of management and which supports organizational identity. The managerial action as a result of such strategic cognition suggests that modern organizations are seeking to develop CSR giving processes that provide them with a competitive advantage. We draw on the resource-based view of organizations and the VRIO framework to provide the theoretical foundations for our argument that CSR implementation in the form of corporate giving to charities can be developed as a dynamic capability. This can provide a competitive advantage by allowing organizations to manage key stakeholder relationships (external and internal) more effectively with benefits which could lead to increased organizational productivity and the ability to execute strategy more effectively. We interview CSR implementation managers from large organizations in Australia and find that the CSR giving process in many firms is evolving into a more sophisticated and strategically motivated process with expectations of a return. Central to this evolution is the appointment of a CSR implementation manager who acts as a boundary spanner between the organization and its key stakeholders. We posit that this corporate investment in their role and supporting structures can lead to the better management of stakeholders by organizations through the dynamic capability of the CSR giving process. We develop a table of best practise to help guide managers entering this sphere. Copyright Springer Science+Business Media Dordrecht 2015

Suggested Citation

  • John Cantrell & Elias Kyriazis & Gary Noble, 2015. "Developing CSR Giving as a Dynamic Capability for Salient Stakeholder Management," Journal of Business Ethics, Springer, vol. 130(2), pages 403-421, August.
  • Handle: RePEc:kap:jbuset:v:130:y:2015:i:2:p:403-421
    DOI: 10.1007/s10551-014-2229-1
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    References listed on IDEAS

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    Cited by:

    1. Ana Nave & João Ferreira, 2019. "Corporate social responsibility strategies: Past research and future challenges," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 26(4), pages 885-901, July.
    2. Zaneta Simanaviciene & Rima Kontautiene & Arturas Simanavicius, 2017. "Assumptions of Corporate Social Responsibility as Competitiveness Factor," Montenegrin Journal of Economics, Economic Laboratory for Transition Research (ELIT), vol. 13(3), pages 149-160.
    3. Sara Rodriguez-Gomez & Maria Lourdes Arco-Castro & Maria Victoria Lopez-Perez & Lazaro Rodríguez-Ariza, 2020. "Where Does CSR Come from and Where Does It Go? A Review of the State of the Art," Administrative Sciences, MDPI, Open Access Journal, vol. 10(3), pages 1-19, August.
    4. Jean-Pierre Thomassen & Marijke C. Leliveld & Kees Ahaus & Steven Walle, 2020. "Prosocial Compensation Following a Service Failure: Fulfilling an Organization’s Ethical and Philanthropic Responsibilities," Journal of Business Ethics, Springer, vol. 162(1), pages 123-147, February.
    5. Sadia Cheema & Bilal Afsar & Basheer M. Al‐Ghazali & Ahsen Maqsoom, 2020. "Retracted: How employee's perceived corporate social responsibility affects employee's pro‐environmental behaviour? The influence of organizational identification, corporate entrepreneurship, and envi," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 27(2), pages 616-629, March.
    6. Stefan Zeisel, 2020. "Is sustainability a moving target? A methodology for measuring CSR dynamics," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 27(1), pages 283-296, January.
    7. Alina Benyaminova & Martin Mathews & Paul Langley & Alison Rieple, 2019. "The impact of changes in stakeholder salience on corporate social responsibility activities in Russian energy firms: A contribution to the divergence/convergence debate," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 26(6), pages 1222-1234, November.
    8. repec:mje:mjejnl:v:12:y:2017:i:3:p:149-160 is not listed on IDEAS

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