Values and Corporate Responsibility: CSR and Sustainable Development
Saved in:
| Main Author: | |
|---|---|
| Format: | Electronic eBook |
| Language: | English |
| Published: |
Cham
Springer International Publishing AG
2020
|
| Series: | Palgrave Studies in Governance, Leadership and Responsibility Ser
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| Subjects: | |
| Online Access: | HWR01 |
| Item Description: | Description based on publisher supplied metadata and other sources |
| Physical Description: | 1 Online-Ressource (319 Seiten) |
| ISBN: | 9783030524661 |
Staff View
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| 505 | 8 | |a Intro -- Contents -- Notes on Contributors -- List of Figures -- List of Tables -- 1: Corporate Responsibility and the Value of Value(s) -- 1.1 Defining Value: An Economic Perspective -- 1.2 Ethical Business Practice, CSR and Value(s) -- 1.3 The Role of Value(s) in Corporate Responsibility Theories and Practices -- 1.4 Value(s) and Corporate Responsibility: Quo Vadis? -- References -- Part I: Theoretical Perspectives on Values -- 2: Personal Values and Corporate Responsibility Adoption -- 2.1 Introduction -- 2.2 How Values Influence Behaviour -- 2.2.1 Values Centrality -- 2.2.2 Values Motivate Through Goals and Outcome Valence -- 2.2.3 Values Awareness -- 2.2.4 Values as Cognitive Process and Affective Aspects of Reasoning -- 2.3 Values Are Fundamental to Progress in Humanity -- 2.4 The Challenge of Values Bifurcation in Management -- 2.5 The Influence of Organisational Values on Personal Values -- 2.6 The Importance of Leaders' Values -- 2.7 The Case Studies on How Values Influence Different Personal CR Adoption Practices -- 2.7.1 Personal CR -- 2.7.2 Strategic and Personal CR -- 2.7.3 Transformative CR -- 2.8 Conclusion: Values-Based CR Is the Way Forward -- References -- 3: The Value of Philanthropy: Some Economic and Ethical Perspectives from Adam Smith to the Post-World War II Era -- 3.1 Introduction -- 3.2 How to Define the Value of Philanthropy in Economic Theory? -- 3.2.1 Overview of Economic and Ethical Perspectives on the Value of Philanthropy over the Last 250 Years -- 3.3 Eighteenth Century-1870: Classical Political Economy -- 3.3.1 Adam Smith -- 3.3.2 Thomas Robert Malthus -- 3.3.3 David Ricardo, Jeremy Bentham and John Stuart Mill -- 3.4 1870-1950: Utilitarianism and Neoclassical Economics -- 3.4.1 Background -- 3.4.2 Henry Stanley Jevons (1835-1882), Carl Menger (1840-1921) and Leon Walras (1834-1910) | |
| 505 | 8 | |a 3.4.3 Lionel Robbins (1898-1984) Dissociation of Economics and Ethics -- 3.5 After World War II: Incorporating Unselfish Behavior into Economic Theory -- 3.5.1 Growing Interest in Philanthropy in the USA in the 1950s -- 3.5.2 Kenneth Boulding (1910-93), Gary Becker (1930-2014) and Edmund Phelps (1933-) -- 3.6 The Theories Behind Interactive Utility Functions in the 1960s and 1970s -- 3.6.1 Kenneth Arrow (1921-2017): Implicit Social Contracts -- 3.6.2 Robert M. Axelrod (1943-): Game Theoretical Approach -- 3.6.3 Bruce Bolnick: A Behavior Theory of Philanthropy -- 3.6.4 David Sloan Wilson (1949-): Social and Biological Relations -- 3.6.5 Amartya Sen (1933-): Ethical and Moral Perspectives -- 3.7 Summary and Conclusions -- References -- 4: A Historical Approach to Understanding Values and Its Importance for Corporate Responsibility -- 4.1 Introduction -- 4.2 Underestimating the Value Orientation -- 4.2.1 Challenges of Renaissance -- 4.2.2 Challenges of Reformation and Modern Philosophy -- 4.2.3 The Crisis of Modern Thinking -- 4.3 Searching for a Value Orientation in the Central and Eastern Europe -- 4.3.1 Searching for Values in CEE -- 4.3.2 Search for Values in Western Society for the Global Economy -- 4.4 Conclusion -- References -- 5: Members, Clients and the Society: A Grounded Theory of Cooperative Banks' Value Creation -- 5.1 Introduction -- 5.2 Historical Background of Cooperative Banks -- 5.3 The Member Value Concept as Theoretical Foundation -- 5.4 Research Method -- 5.5 Analysis of the Themes -- 5.5.1 First Theme: Core Activities -- Continuity -- Knowledge -- Cooperative Network -- Need-Orientation -- Quickness -- Reliability -- 5.5.2 Second Theme: Participatory Activities -- 5.5.3 Third Theme: Bonus Activities -- 5.5.4 Fourth Theme: Local Value -- 5.5.5 Fifth Theme: The Employees' Role | |
| 505 | 8 | |a 5.6 The Model of Cooperative Value Creation -- 5.7 Cooperative Social Responsibility -- 5.8 Conclusion and Discussion -- References -- Part II: Generating Value Throught CR -- 6: Emerging Green Values in the UK Energy Sector: Ecotricity as Deep-Green Exemplar -- 6.1 Overview -- 6.2 The History of Ecotricity -- 6.3 The UK Energy Market and Renewables Sector -- 6.4 Ecotricity's Company Structure, Business Model and Growth -- 6.5 Customer Care and Critics -- 6.6 Flag Controversy -- 6.7 Media, Communications and Values -- 6.8 Partnerships -- 6.9 Party-Political Support -- 6.10 Mutual Three-Way Party Support for Ecotricity -- 6.11 Brexit Legal Challenge -- 6.12 Summary of Values -- 6.13 Conclusion -- References -- 7: A Conceptual Framework of Strategic Corporate Social Responsibility: A Model for Fulfilment of Societal Needs While Increasing Business Financial Performance -- 7.1 Introduction -- 7.2 CSR and CFP: Debates and Related Concepts -- 7.3 SCSR Conceptual Framework -- 7.3.1 SCSR Decision Model -- The Dependent Variable: SCSR Activities -- The Independent Variable: A Company's Stakeholders -- Moderating Variables: Instrumental Motivation and Financial Resources -- 7.3.2 SCSR Performance Model -- Dependent Variables (Outcome): Economic Value and Societal Value -- Independent Variable: SCSR Activities -- Moderators: Stakeholders' CSR Awareness, Strong Intangible Resources, Healthy Economic Environment -- Mediators: Stakeholders' Relationship and Corporate Reputation -- 7.3.3 Conceptual SCSR Framework -- 7.4 Conclusion -- 7.4.1 Limitations and Future Research -- References -- 8: CSR Strategies for (Re)gaining Legitimacy -- 8.1 Introduction -- 8.2 Theory and Hypotheses Development -- 8.2.1 CSR Through the Legitimacy Theory Lens -- 8.2.2 CSRA -- 8.2.3 CSRC -- 8.2.4 CSR Strategies for Legitimacy | |
| 505 | 8 | |a 8.3 Methods and Model Design -- 8.3.1 Sample -- 8.3.2 Method -- 8.3.3 Dependent Variable: Legitimacy -- 8.3.4 Independent Variables -- CSRA -- CSRC -- CSR Strategies -- 8.3.5 Control Variables -- 8.3.6 Model Specification and Validity -- 8.4 Results and Discussion -- 8.4.1 Neither CSRA Nor CSRC Matter on Their Own -- 8.4.2 The Right CSR Strategy as a Combination of CSRA and CSRC Matters -- 8.4.3 Robustness of the Results -- 8.5 Discussion -- 8.6 Conclusion -- 8.6.1 Limitations and Further Research -- References -- 9: Cultural and Educational Imprints on the Entrepreneurial Mindset: Romanian Insights -- 9.1 Introduction -- 9.2 Methodology and Results -- 9.3 Conclusions and Further Research -- References -- 10: Managers' Perceptions of Corporate Social Responsibility Reporting and Practices: Legitimacy in the Developing Country's Banking Industry -- 10.1 Introduction -- 10.2 Literature Review -- 10.3 Theoretical Underpinning -- 10.4 Methodology -- 10.5 Findings -- 10.5.1 Corporate Social Responsibility (CSR) and CSR Reporting -- 10.5.2 Legitimacy in CSR Reporting and Practices -- 10.5.3 Legitimacy in CSR Reporting by Newer Versus Older Organizations -- 10.6 Conclusion and Policy Remarks -- Appendix: Interviewee Reference Number -- References -- 11: Implementation of Corporate Social Responsibility Initiatives for Tanzania Corporations and Not-for-Profit Organizations -- 11.1 Introduction -- 11.2 Literature Review -- 11.2.1 Legitimacy Theory -- 11.2.2 Stakeholder Theory -- 11.2.3 Social Contract Theory -- 11.3 Methodology -- 11.4 Findings -- 11.5 Discussion of the Findings -- 11.6 Conclusion and Research Implications -- References -- 12: A Revaluation of All Values: Nietzschean Populism and Covid-19 -- 12.1 Nietzschean Populists and Covid-19 | |
| 505 | 8 | |a 12.2 The Good, the Bad and the Ugly: How Nation-States Met the Challenge of Covid China -- 12.3 Taiwan, Singapore and South Korea -- 12.4 New Zealand and the Nordic Countries -- 12.5 The UK's Herd Immunity Policy and the Fallacy of Balance -- 12.6 Donald Trump: The USA's 'medic-in-chief' -- 12.7 The Trump of the Tropics -- 12.8 The Debates Around a Post-Lockdown World -- 12.9 Conclusion -- References -- Index | |
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| contents | Intro -- Contents -- Notes on Contributors -- List of Figures -- List of Tables -- 1: Corporate Responsibility and the Value of Value(s) -- 1.1 Defining Value: An Economic Perspective -- 1.2 Ethical Business Practice, CSR and Value(s) -- 1.3 The Role of Value(s) in Corporate Responsibility Theories and Practices -- 1.4 Value(s) and Corporate Responsibility: Quo Vadis? -- References -- Part I: Theoretical Perspectives on Values -- 2: Personal Values and Corporate Responsibility Adoption -- 2.1 Introduction -- 2.2 How Values Influence Behaviour -- 2.2.1 Values Centrality -- 2.2.2 Values Motivate Through Goals and Outcome Valence -- 2.2.3 Values Awareness -- 2.2.4 Values as Cognitive Process and Affective Aspects of Reasoning -- 2.3 Values Are Fundamental to Progress in Humanity -- 2.4 The Challenge of Values Bifurcation in Management -- 2.5 The Influence of Organisational Values on Personal Values -- 2.6 The Importance of Leaders' Values -- 2.7 The Case Studies on How Values Influence Different Personal CR Adoption Practices -- 2.7.1 Personal CR -- 2.7.2 Strategic and Personal CR -- 2.7.3 Transformative CR -- 2.8 Conclusion: Values-Based CR Is the Way Forward -- References -- 3: The Value of Philanthropy: Some Economic and Ethical Perspectives from Adam Smith to the Post-World War II Era -- 3.1 Introduction -- 3.2 How to Define the Value of Philanthropy in Economic Theory? -- 3.2.1 Overview of Economic and Ethical Perspectives on the Value of Philanthropy over the Last 250 Years -- 3.3 Eighteenth Century-1870: Classical Political Economy -- 3.3.1 Adam Smith -- 3.3.2 Thomas Robert Malthus -- 3.3.3 David Ricardo, Jeremy Bentham and John Stuart Mill -- 3.4 1870-1950: Utilitarianism and Neoclassical Economics -- 3.4.1 Background -- 3.4.2 Henry Stanley Jevons (1835-1882), Carl Menger (1840-1921) and Leon Walras (1834-1910) 3.4.3 Lionel Robbins (1898-1984) Dissociation of Economics and Ethics -- 3.5 After World War II: Incorporating Unselfish Behavior into Economic Theory -- 3.5.1 Growing Interest in Philanthropy in the USA in the 1950s -- 3.5.2 Kenneth Boulding (1910-93), Gary Becker (1930-2014) and Edmund Phelps (1933-) -- 3.6 The Theories Behind Interactive Utility Functions in the 1960s and 1970s -- 3.6.1 Kenneth Arrow (1921-2017): Implicit Social Contracts -- 3.6.2 Robert M. Axelrod (1943-): Game Theoretical Approach -- 3.6.3 Bruce Bolnick: A Behavior Theory of Philanthropy -- 3.6.4 David Sloan Wilson (1949-): Social and Biological Relations -- 3.6.5 Amartya Sen (1933-): Ethical and Moral Perspectives -- 3.7 Summary and Conclusions -- References -- 4: A Historical Approach to Understanding Values and Its Importance for Corporate Responsibility -- 4.1 Introduction -- 4.2 Underestimating the Value Orientation -- 4.2.1 Challenges of Renaissance -- 4.2.2 Challenges of Reformation and Modern Philosophy -- 4.2.3 The Crisis of Modern Thinking -- 4.3 Searching for a Value Orientation in the Central and Eastern Europe -- 4.3.1 Searching for Values in CEE -- 4.3.2 Search for Values in Western Society for the Global Economy -- 4.4 Conclusion -- References -- 5: Members, Clients and the Society: A Grounded Theory of Cooperative Banks' Value Creation -- 5.1 Introduction -- 5.2 Historical Background of Cooperative Banks -- 5.3 The Member Value Concept as Theoretical Foundation -- 5.4 Research Method -- 5.5 Analysis of the Themes -- 5.5.1 First Theme: Core Activities -- Continuity -- Knowledge -- Cooperative Network -- Need-Orientation -- Quickness -- Reliability -- 5.5.2 Second Theme: Participatory Activities -- 5.5.3 Third Theme: Bonus Activities -- 5.5.4 Fourth Theme: Local Value -- 5.5.5 Fifth Theme: The Employees' Role 5.6 The Model of Cooperative Value Creation -- 5.7 Cooperative Social Responsibility -- 5.8 Conclusion and Discussion -- References -- Part II: Generating Value Throught CR -- 6: Emerging Green Values in the UK Energy Sector: Ecotricity as Deep-Green Exemplar -- 6.1 Overview -- 6.2 The History of Ecotricity -- 6.3 The UK Energy Market and Renewables Sector -- 6.4 Ecotricity's Company Structure, Business Model and Growth -- 6.5 Customer Care and Critics -- 6.6 Flag Controversy -- 6.7 Media, Communications and Values -- 6.8 Partnerships -- 6.9 Party-Political Support -- 6.10 Mutual Three-Way Party Support for Ecotricity -- 6.11 Brexit Legal Challenge -- 6.12 Summary of Values -- 6.13 Conclusion -- References -- 7: A Conceptual Framework of Strategic Corporate Social Responsibility: A Model for Fulfilment of Societal Needs While Increasing Business Financial Performance -- 7.1 Introduction -- 7.2 CSR and CFP: Debates and Related Concepts -- 7.3 SCSR Conceptual Framework -- 7.3.1 SCSR Decision Model -- The Dependent Variable: SCSR Activities -- The Independent Variable: A Company's Stakeholders -- Moderating Variables: Instrumental Motivation and Financial Resources -- 7.3.2 SCSR Performance Model -- Dependent Variables (Outcome): Economic Value and Societal Value -- Independent Variable: SCSR Activities -- Moderators: Stakeholders' CSR Awareness, Strong Intangible Resources, Healthy Economic Environment -- Mediators: Stakeholders' Relationship and Corporate Reputation -- 7.3.3 Conceptual SCSR Framework -- 7.4 Conclusion -- 7.4.1 Limitations and Future Research -- References -- 8: CSR Strategies for (Re)gaining Legitimacy -- 8.1 Introduction -- 8.2 Theory and Hypotheses Development -- 8.2.1 CSR Through the Legitimacy Theory Lens -- 8.2.2 CSRA -- 8.2.3 CSRC -- 8.2.4 CSR Strategies for Legitimacy 8.3 Methods and Model Design -- 8.3.1 Sample -- 8.3.2 Method -- 8.3.3 Dependent Variable: Legitimacy -- 8.3.4 Independent Variables -- CSRA -- CSRC -- CSR Strategies -- 8.3.5 Control Variables -- 8.3.6 Model Specification and Validity -- 8.4 Results and Discussion -- 8.4.1 Neither CSRA Nor CSRC Matter on Their Own -- 8.4.2 The Right CSR Strategy as a Combination of CSRA and CSRC Matters -- 8.4.3 Robustness of the Results -- 8.5 Discussion -- 8.6 Conclusion -- 8.6.1 Limitations and Further Research -- References -- 9: Cultural and Educational Imprints on the Entrepreneurial Mindset: Romanian Insights -- 9.1 Introduction -- 9.2 Methodology and Results -- 9.3 Conclusions and Further Research -- References -- 10: Managers' Perceptions of Corporate Social Responsibility Reporting and Practices: Legitimacy in the Developing Country's Banking Industry -- 10.1 Introduction -- 10.2 Literature Review -- 10.3 Theoretical Underpinning -- 10.4 Methodology -- 10.5 Findings -- 10.5.1 Corporate Social Responsibility (CSR) and CSR Reporting -- 10.5.2 Legitimacy in CSR Reporting and Practices -- 10.5.3 Legitimacy in CSR Reporting by Newer Versus Older Organizations -- 10.6 Conclusion and Policy Remarks -- Appendix: Interviewee Reference Number -- References -- 11: Implementation of Corporate Social Responsibility Initiatives for Tanzania Corporations and Not-for-Profit Organizations -- 11.1 Introduction -- 11.2 Literature Review -- 11.2.1 Legitimacy Theory -- 11.2.2 Stakeholder Theory -- 11.2.3 Social Contract Theory -- 11.3 Methodology -- 11.4 Findings -- 11.5 Discussion of the Findings -- 11.6 Conclusion and Research Implications -- References -- 12: A Revaluation of All Values: Nietzschean Populism and Covid-19 -- 12.1 Nietzschean Populists and Covid-19 12.2 The Good, the Bad and the Ugly: How Nation-States Met the Challenge of Covid China -- 12.3 Taiwan, Singapore and South Korea -- 12.4 New Zealand and the Nordic Countries -- 12.5 The UK's Herd Immunity Policy and the Fallacy of Balance -- 12.6 Donald Trump: The USA's 'medic-in-chief' -- 12.7 The Trump of the Tropics -- 12.8 The Debates Around a Post-Lockdown World -- 12.9 Conclusion -- References -- Index |
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| dewey-full | 658.408 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
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| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
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-- References -- Part I: Theoretical Perspectives on Values -- 2: Personal Values and Corporate Responsibility Adoption -- 2.1 Introduction -- 2.2 How Values Influence Behaviour -- 2.2.1 Values Centrality -- 2.2.2 Values Motivate Through Goals and Outcome Valence -- 2.2.3 Values Awareness -- 2.2.4 Values as Cognitive Process and Affective Aspects of Reasoning -- 2.3 Values Are Fundamental to Progress in Humanity -- 2.4 The Challenge of Values Bifurcation in Management -- 2.5 The Influence of Organisational Values on Personal Values -- 2.6 The Importance of Leaders' Values -- 2.7 The Case Studies on How Values Influence Different Personal CR Adoption Practices -- 2.7.1 Personal CR -- 2.7.2 Strategic and Personal CR -- 2.7.3 Transformative CR -- 2.8 Conclusion: Values-Based CR Is the Way Forward -- References -- 3: The Value of Philanthropy: Some Economic and Ethical Perspectives from Adam Smith to the Post-World War II Era -- 3.1 Introduction -- 3.2 How to Define the Value of Philanthropy in Economic Theory? 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Axelrod (1943-): Game Theoretical Approach -- 3.6.3 Bruce Bolnick: A Behavior Theory of Philanthropy -- 3.6.4 David Sloan Wilson (1949-): Social and Biological Relations -- 3.6.5 Amartya Sen (1933-): Ethical and Moral Perspectives -- 3.7 Summary and Conclusions -- References -- 4: A Historical Approach to Understanding Values and Its Importance for Corporate Responsibility -- 4.1 Introduction -- 4.2 Underestimating the Value Orientation -- 4.2.1 Challenges of Renaissance -- 4.2.2 Challenges of Reformation and Modern Philosophy -- 4.2.3 The Crisis of Modern Thinking -- 4.3 Searching for a Value Orientation in the Central and Eastern Europe -- 4.3.1 Searching for Values in CEE -- 4.3.2 Search for Values in Western Society for the Global Economy -- 4.4 Conclusion -- References -- 5: Members, Clients and the Society: A Grounded Theory of Cooperative Banks' Value Creation -- 5.1 Introduction -- 5.2 Historical Background of Cooperative Banks -- 5.3 The Member Value Concept as Theoretical Foundation -- 5.4 Research Method -- 5.5 Analysis of the Themes -- 5.5.1 First Theme: Core Activities -- Continuity -- Knowledge -- Cooperative Network -- Need-Orientation -- Quickness -- Reliability -- 5.5.2 Second Theme: Participatory Activities -- 5.5.3 Third Theme: Bonus Activities -- 5.5.4 Fourth Theme: Local Value -- 5.5.5 Fifth Theme: The Employees' Role</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">5.6 The Model of Cooperative Value Creation -- 5.7 Cooperative Social Responsibility -- 5.8 Conclusion and Discussion -- References -- Part II: Generating Value Throught CR -- 6: Emerging Green Values in the UK Energy Sector: Ecotricity as Deep-Green Exemplar -- 6.1 Overview -- 6.2 The History of Ecotricity -- 6.3 The UK Energy Market and Renewables Sector -- 6.4 Ecotricity's Company Structure, Business Model and Growth -- 6.5 Customer Care and Critics -- 6.6 Flag Controversy -- 6.7 Media, Communications and Values -- 6.8 Partnerships -- 6.9 Party-Political Support -- 6.10 Mutual Three-Way Party Support for Ecotricity -- 6.11 Brexit Legal Challenge -- 6.12 Summary of Values -- 6.13 Conclusion -- References -- 7: A Conceptual Framework of Strategic Corporate Social Responsibility: A Model for Fulfilment of Societal Needs While Increasing Business Financial Performance -- 7.1 Introduction -- 7.2 CSR and CFP: Debates and Related Concepts -- 7.3 SCSR Conceptual Framework -- 7.3.1 SCSR Decision Model -- The Dependent Variable: SCSR Activities -- The Independent Variable: A Company's Stakeholders -- Moderating Variables: Instrumental Motivation and Financial Resources -- 7.3.2 SCSR Performance Model -- Dependent Variables (Outcome): Economic Value and Societal Value -- Independent Variable: SCSR Activities -- Moderators: Stakeholders' CSR Awareness, Strong Intangible Resources, Healthy Economic Environment -- Mediators: Stakeholders' Relationship and Corporate Reputation -- 7.3.3 Conceptual SCSR Framework -- 7.4 Conclusion -- 7.4.1 Limitations and Future Research -- References -- 8: CSR Strategies for (Re)gaining Legitimacy -- 8.1 Introduction -- 8.2 Theory and Hypotheses Development -- 8.2.1 CSR Through the Legitimacy Theory Lens -- 8.2.2 CSRA -- 8.2.3 CSRC -- 8.2.4 CSR Strategies for Legitimacy</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">8.3 Methods and Model Design -- 8.3.1 Sample -- 8.3.2 Method -- 8.3.3 Dependent Variable: Legitimacy -- 8.3.4 Independent Variables -- CSRA -- CSRC -- CSR Strategies -- 8.3.5 Control Variables -- 8.3.6 Model Specification and Validity -- 8.4 Results and Discussion -- 8.4.1 Neither CSRA Nor CSRC Matter on Their Own -- 8.4.2 The Right CSR Strategy as a Combination of CSRA and CSRC Matters -- 8.4.3 Robustness of the Results -- 8.5 Discussion -- 8.6 Conclusion -- 8.6.1 Limitations and Further Research -- References -- 9: Cultural and Educational Imprints on the Entrepreneurial Mindset: Romanian Insights -- 9.1 Introduction -- 9.2 Methodology and Results -- 9.3 Conclusions and Further Research -- References -- 10: Managers' Perceptions of Corporate Social Responsibility Reporting and Practices: Legitimacy in the Developing Country's Banking Industry -- 10.1 Introduction -- 10.2 Literature Review -- 10.3 Theoretical Underpinning -- 10.4 Methodology -- 10.5 Findings -- 10.5.1 Corporate Social Responsibility (CSR) and CSR Reporting -- 10.5.2 Legitimacy in CSR Reporting and Practices -- 10.5.3 Legitimacy in CSR Reporting by Newer Versus Older Organizations -- 10.6 Conclusion and Policy Remarks -- Appendix: Interviewee Reference Number -- References -- 11: Implementation of Corporate Social Responsibility Initiatives for Tanzania Corporations and Not-for-Profit Organizations -- 11.1 Introduction -- 11.2 Literature Review -- 11.2.1 Legitimacy Theory -- 11.2.2 Stakeholder Theory -- 11.2.3 Social Contract Theory -- 11.3 Methodology -- 11.4 Findings -- 11.5 Discussion of the Findings -- 11.6 Conclusion and Research 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| genre | (DE-588)4143413-4 Aufsatzsammlung gnd-content |
| genre_facet | Aufsatzsammlung |
| id | DE-604.BV048224233 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T19:50:39Z |
| indexdate | 2024-07-10T09:32:28Z |
| institution | BVB |
| isbn | 9783030524661 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033604966 |
| oclc_num | 1226235143 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (319 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Springer International Publishing AG |
| record_format | marc |
| series2 | Palgrave Studies in Governance, Leadership and Responsibility Ser |
| spelling | Farache, Francisca Verfasser aut Values and Corporate Responsibility CSR and Sustainable Development Cham Springer International Publishing AG 2020 ©2020 1 Online-Ressource (319 Seiten) txt rdacontent c rdamedia cr rdacarrier Palgrave Studies in Governance, Leadership and Responsibility Ser Description based on publisher supplied metadata and other sources Intro -- Contents -- Notes on Contributors -- List of Figures -- List of Tables -- 1: Corporate Responsibility and the Value of Value(s) -- 1.1 Defining Value: An Economic Perspective -- 1.2 Ethical Business Practice, CSR and Value(s) -- 1.3 The Role of Value(s) in Corporate Responsibility Theories and Practices -- 1.4 Value(s) and Corporate Responsibility: Quo Vadis? -- References -- Part I: Theoretical Perspectives on Values -- 2: Personal Values and Corporate Responsibility Adoption -- 2.1 Introduction -- 2.2 How Values Influence Behaviour -- 2.2.1 Values Centrality -- 2.2.2 Values Motivate Through Goals and Outcome Valence -- 2.2.3 Values Awareness -- 2.2.4 Values as Cognitive Process and Affective Aspects of Reasoning -- 2.3 Values Are Fundamental to Progress in Humanity -- 2.4 The Challenge of Values Bifurcation in Management -- 2.5 The Influence of Organisational Values on Personal Values -- 2.6 The Importance of Leaders' Values -- 2.7 The Case Studies on How Values Influence Different Personal CR Adoption Practices -- 2.7.1 Personal CR -- 2.7.2 Strategic and Personal CR -- 2.7.3 Transformative CR -- 2.8 Conclusion: Values-Based CR Is the Way Forward -- References -- 3: The Value of Philanthropy: Some Economic and Ethical Perspectives from Adam Smith to the Post-World War II Era -- 3.1 Introduction -- 3.2 How to Define the Value of Philanthropy in Economic Theory? -- 3.2.1 Overview of Economic and Ethical Perspectives on the Value of Philanthropy over the Last 250 Years -- 3.3 Eighteenth Century-1870: Classical Political Economy -- 3.3.1 Adam Smith -- 3.3.2 Thomas Robert Malthus -- 3.3.3 David Ricardo, Jeremy Bentham and John Stuart Mill -- 3.4 1870-1950: Utilitarianism and Neoclassical Economics -- 3.4.1 Background -- 3.4.2 Henry Stanley Jevons (1835-1882), Carl Menger (1840-1921) and Leon Walras (1834-1910) 3.4.3 Lionel Robbins (1898-1984) Dissociation of Economics and Ethics -- 3.5 After World War II: Incorporating Unselfish Behavior into Economic Theory -- 3.5.1 Growing Interest in Philanthropy in the USA in the 1950s -- 3.5.2 Kenneth Boulding (1910-93), Gary Becker (1930-2014) and Edmund Phelps (1933-) -- 3.6 The Theories Behind Interactive Utility Functions in the 1960s and 1970s -- 3.6.1 Kenneth Arrow (1921-2017): Implicit Social Contracts -- 3.6.2 Robert M. Axelrod (1943-): Game Theoretical Approach -- 3.6.3 Bruce Bolnick: A Behavior Theory of Philanthropy -- 3.6.4 David Sloan Wilson (1949-): Social and Biological Relations -- 3.6.5 Amartya Sen (1933-): Ethical and Moral Perspectives -- 3.7 Summary and Conclusions -- References -- 4: A Historical Approach to Understanding Values and Its Importance for Corporate Responsibility -- 4.1 Introduction -- 4.2 Underestimating the Value Orientation -- 4.2.1 Challenges of Renaissance -- 4.2.2 Challenges of Reformation and Modern Philosophy -- 4.2.3 The Crisis of Modern Thinking -- 4.3 Searching for a Value Orientation in the Central and Eastern Europe -- 4.3.1 Searching for Values in CEE -- 4.3.2 Search for Values in Western Society for the Global Economy -- 4.4 Conclusion -- References -- 5: Members, Clients and the Society: A Grounded Theory of Cooperative Banks' Value Creation -- 5.1 Introduction -- 5.2 Historical Background of Cooperative Banks -- 5.3 The Member Value Concept as Theoretical Foundation -- 5.4 Research Method -- 5.5 Analysis of the Themes -- 5.5.1 First Theme: Core Activities -- Continuity -- Knowledge -- Cooperative Network -- Need-Orientation -- Quickness -- Reliability -- 5.5.2 Second Theme: Participatory Activities -- 5.5.3 Third Theme: Bonus Activities -- 5.5.4 Fourth Theme: Local Value -- 5.5.5 Fifth Theme: The Employees' Role 5.6 The Model of Cooperative Value Creation -- 5.7 Cooperative Social Responsibility -- 5.8 Conclusion and Discussion -- References -- Part II: Generating Value Throught CR -- 6: Emerging Green Values in the UK Energy Sector: Ecotricity as Deep-Green Exemplar -- 6.1 Overview -- 6.2 The History of Ecotricity -- 6.3 The UK Energy Market and Renewables Sector -- 6.4 Ecotricity's Company Structure, Business Model and Growth -- 6.5 Customer Care and Critics -- 6.6 Flag Controversy -- 6.7 Media, Communications and Values -- 6.8 Partnerships -- 6.9 Party-Political Support -- 6.10 Mutual Three-Way Party Support for Ecotricity -- 6.11 Brexit Legal Challenge -- 6.12 Summary of Values -- 6.13 Conclusion -- References -- 7: A Conceptual Framework of Strategic Corporate Social Responsibility: A Model for Fulfilment of Societal Needs While Increasing Business Financial Performance -- 7.1 Introduction -- 7.2 CSR and CFP: Debates and Related Concepts -- 7.3 SCSR Conceptual Framework -- 7.3.1 SCSR Decision Model -- The Dependent Variable: SCSR Activities -- The Independent Variable: A Company's Stakeholders -- Moderating Variables: Instrumental Motivation and Financial Resources -- 7.3.2 SCSR Performance Model -- Dependent Variables (Outcome): Economic Value and Societal Value -- Independent Variable: SCSR Activities -- Moderators: Stakeholders' CSR Awareness, Strong Intangible Resources, Healthy Economic Environment -- Mediators: Stakeholders' Relationship and Corporate Reputation -- 7.3.3 Conceptual SCSR Framework -- 7.4 Conclusion -- 7.4.1 Limitations and Future Research -- References -- 8: CSR Strategies for (Re)gaining Legitimacy -- 8.1 Introduction -- 8.2 Theory and Hypotheses Development -- 8.2.1 CSR Through the Legitimacy Theory Lens -- 8.2.2 CSRA -- 8.2.3 CSRC -- 8.2.4 CSR Strategies for Legitimacy 8.3 Methods and Model Design -- 8.3.1 Sample -- 8.3.2 Method -- 8.3.3 Dependent Variable: Legitimacy -- 8.3.4 Independent Variables -- CSRA -- CSRC -- CSR Strategies -- 8.3.5 Control Variables -- 8.3.6 Model Specification and Validity -- 8.4 Results and Discussion -- 8.4.1 Neither CSRA Nor CSRC Matter on Their Own -- 8.4.2 The Right CSR Strategy as a Combination of CSRA and CSRC Matters -- 8.4.3 Robustness of the Results -- 8.5 Discussion -- 8.6 Conclusion -- 8.6.1 Limitations and Further Research -- References -- 9: Cultural and Educational Imprints on the Entrepreneurial Mindset: Romanian Insights -- 9.1 Introduction -- 9.2 Methodology and Results -- 9.3 Conclusions and Further Research -- References -- 10: Managers' Perceptions of Corporate Social Responsibility Reporting and Practices: Legitimacy in the Developing Country's Banking Industry -- 10.1 Introduction -- 10.2 Literature Review -- 10.3 Theoretical Underpinning -- 10.4 Methodology -- 10.5 Findings -- 10.5.1 Corporate Social Responsibility (CSR) and CSR Reporting -- 10.5.2 Legitimacy in CSR Reporting and Practices -- 10.5.3 Legitimacy in CSR Reporting by Newer Versus Older Organizations -- 10.6 Conclusion and Policy Remarks -- Appendix: Interviewee Reference Number -- References -- 11: Implementation of Corporate Social Responsibility Initiatives for Tanzania Corporations and Not-for-Profit Organizations -- 11.1 Introduction -- 11.2 Literature Review -- 11.2.1 Legitimacy Theory -- 11.2.2 Stakeholder Theory -- 11.2.3 Social Contract Theory -- 11.3 Methodology -- 11.4 Findings -- 11.5 Discussion of the Findings -- 11.6 Conclusion and Research Implications -- References -- 12: A Revaluation of All Values: Nietzschean Populism and Covid-19 -- 12.1 Nietzschean Populists and Covid-19 12.2 The Good, the Bad and the Ugly: How Nation-States Met the Challenge of Covid China -- 12.3 Taiwan, Singapore and South Korea -- 12.4 New Zealand and the Nordic Countries -- 12.5 The UK's Herd Immunity Policy and the Fallacy of Balance -- 12.6 Donald Trump: The USA's 'medic-in-chief' -- 12.7 The Trump of the Tropics -- 12.8 The Debates Around a Post-Lockdown World -- 12.9 Conclusion -- References -- Index Business ethics Social responsibility of business Sustainable development Nachhaltigkeit (DE-588)4326464-5 gnd rswk-swf Corporate Social Responsibility (DE-588)7697760-2 gnd rswk-swf (DE-588)4143413-4 Aufsatzsammlung gnd-content Corporate Social Responsibility (DE-588)7697760-2 s Nachhaltigkeit (DE-588)4326464-5 s DE-604 Grigore, Georgiana Sonstige oth Stancu, Alin Sonstige oth McQueen, David Sonstige oth Erscheint auch als Druck-Ausgabe Farache, Francisca Values and Corporate Responsibility Cham : Springer International Publishing AG,c2020 9783030524654 |
| spellingShingle | Farache, Francisca Values and Corporate Responsibility CSR and Sustainable Development Intro -- Contents -- Notes on Contributors -- List of Figures -- List of Tables -- 1: Corporate Responsibility and the Value of Value(s) -- 1.1 Defining Value: An Economic Perspective -- 1.2 Ethical Business Practice, CSR and Value(s) -- 1.3 The Role of Value(s) in Corporate Responsibility Theories and Practices -- 1.4 Value(s) and Corporate Responsibility: Quo Vadis? -- References -- Part I: Theoretical Perspectives on Values -- 2: Personal Values and Corporate Responsibility Adoption -- 2.1 Introduction -- 2.2 How Values Influence Behaviour -- 2.2.1 Values Centrality -- 2.2.2 Values Motivate Through Goals and Outcome Valence -- 2.2.3 Values Awareness -- 2.2.4 Values as Cognitive Process and Affective Aspects of Reasoning -- 2.3 Values Are Fundamental to Progress in Humanity -- 2.4 The Challenge of Values Bifurcation in Management -- 2.5 The Influence of Organisational Values on Personal Values -- 2.6 The Importance of Leaders' Values -- 2.7 The Case Studies on How Values Influence Different Personal CR Adoption Practices -- 2.7.1 Personal CR -- 2.7.2 Strategic and Personal CR -- 2.7.3 Transformative CR -- 2.8 Conclusion: Values-Based CR Is the Way Forward -- References -- 3: The Value of Philanthropy: Some Economic and Ethical Perspectives from Adam Smith to the Post-World War II Era -- 3.1 Introduction -- 3.2 How to Define the Value of Philanthropy in Economic Theory? -- 3.2.1 Overview of Economic and Ethical Perspectives on the Value of Philanthropy over the Last 250 Years -- 3.3 Eighteenth Century-1870: Classical Political Economy -- 3.3.1 Adam Smith -- 3.3.2 Thomas Robert Malthus -- 3.3.3 David Ricardo, Jeremy Bentham and John Stuart Mill -- 3.4 1870-1950: Utilitarianism and Neoclassical Economics -- 3.4.1 Background -- 3.4.2 Henry Stanley Jevons (1835-1882), Carl Menger (1840-1921) and Leon Walras (1834-1910) 3.4.3 Lionel Robbins (1898-1984) Dissociation of Economics and Ethics -- 3.5 After World War II: Incorporating Unselfish Behavior into Economic Theory -- 3.5.1 Growing Interest in Philanthropy in the USA in the 1950s -- 3.5.2 Kenneth Boulding (1910-93), Gary Becker (1930-2014) and Edmund Phelps (1933-) -- 3.6 The Theories Behind Interactive Utility Functions in the 1960s and 1970s -- 3.6.1 Kenneth Arrow (1921-2017): Implicit Social Contracts -- 3.6.2 Robert M. Axelrod (1943-): Game Theoretical Approach -- 3.6.3 Bruce Bolnick: A Behavior Theory of Philanthropy -- 3.6.4 David Sloan Wilson (1949-): Social and Biological Relations -- 3.6.5 Amartya Sen (1933-): Ethical and Moral Perspectives -- 3.7 Summary and Conclusions -- References -- 4: A Historical Approach to Understanding Values and Its Importance for Corporate Responsibility -- 4.1 Introduction -- 4.2 Underestimating the Value Orientation -- 4.2.1 Challenges of Renaissance -- 4.2.2 Challenges of Reformation and Modern Philosophy -- 4.2.3 The Crisis of Modern Thinking -- 4.3 Searching for a Value Orientation in the Central and Eastern Europe -- 4.3.1 Searching for Values in CEE -- 4.3.2 Search for Values in Western Society for the Global Economy -- 4.4 Conclusion -- References -- 5: Members, Clients and the Society: A Grounded Theory of Cooperative Banks' Value Creation -- 5.1 Introduction -- 5.2 Historical Background of Cooperative Banks -- 5.3 The Member Value Concept as Theoretical Foundation -- 5.4 Research Method -- 5.5 Analysis of the Themes -- 5.5.1 First Theme: Core Activities -- Continuity -- Knowledge -- Cooperative Network -- Need-Orientation -- Quickness -- Reliability -- 5.5.2 Second Theme: Participatory Activities -- 5.5.3 Third Theme: Bonus Activities -- 5.5.4 Fourth Theme: Local Value -- 5.5.5 Fifth Theme: The Employees' Role 5.6 The Model of Cooperative Value Creation -- 5.7 Cooperative Social Responsibility -- 5.8 Conclusion and Discussion -- References -- Part II: Generating Value Throught CR -- 6: Emerging Green Values in the UK Energy Sector: Ecotricity as Deep-Green Exemplar -- 6.1 Overview -- 6.2 The History of Ecotricity -- 6.3 The UK Energy Market and Renewables Sector -- 6.4 Ecotricity's Company Structure, Business Model and Growth -- 6.5 Customer Care and Critics -- 6.6 Flag Controversy -- 6.7 Media, Communications and Values -- 6.8 Partnerships -- 6.9 Party-Political Support -- 6.10 Mutual Three-Way Party Support for Ecotricity -- 6.11 Brexit Legal Challenge -- 6.12 Summary of Values -- 6.13 Conclusion -- References -- 7: A Conceptual Framework of Strategic Corporate Social Responsibility: A Model for Fulfilment of Societal Needs While Increasing Business Financial Performance -- 7.1 Introduction -- 7.2 CSR and CFP: Debates and Related Concepts -- 7.3 SCSR Conceptual Framework -- 7.3.1 SCSR Decision Model -- The Dependent Variable: SCSR Activities -- The Independent Variable: A Company's Stakeholders -- Moderating Variables: Instrumental Motivation and Financial Resources -- 7.3.2 SCSR Performance Model -- Dependent Variables (Outcome): Economic Value and Societal Value -- Independent Variable: SCSR Activities -- Moderators: Stakeholders' CSR Awareness, Strong Intangible Resources, Healthy Economic Environment -- Mediators: Stakeholders' Relationship and Corporate Reputation -- 7.3.3 Conceptual SCSR Framework -- 7.4 Conclusion -- 7.4.1 Limitations and Future Research -- References -- 8: CSR Strategies for (Re)gaining Legitimacy -- 8.1 Introduction -- 8.2 Theory and Hypotheses Development -- 8.2.1 CSR Through the Legitimacy Theory Lens -- 8.2.2 CSRA -- 8.2.3 CSRC -- 8.2.4 CSR Strategies for Legitimacy 8.3 Methods and Model Design -- 8.3.1 Sample -- 8.3.2 Method -- 8.3.3 Dependent Variable: Legitimacy -- 8.3.4 Independent Variables -- CSRA -- CSRC -- CSR Strategies -- 8.3.5 Control Variables -- 8.3.6 Model Specification and Validity -- 8.4 Results and Discussion -- 8.4.1 Neither CSRA Nor CSRC Matter on Their Own -- 8.4.2 The Right CSR Strategy as a Combination of CSRA and CSRC Matters -- 8.4.3 Robustness of the Results -- 8.5 Discussion -- 8.6 Conclusion -- 8.6.1 Limitations and Further Research -- References -- 9: Cultural and Educational Imprints on the Entrepreneurial Mindset: Romanian Insights -- 9.1 Introduction -- 9.2 Methodology and Results -- 9.3 Conclusions and Further Research -- References -- 10: Managers' Perceptions of Corporate Social Responsibility Reporting and Practices: Legitimacy in the Developing Country's Banking Industry -- 10.1 Introduction -- 10.2 Literature Review -- 10.3 Theoretical Underpinning -- 10.4 Methodology -- 10.5 Findings -- 10.5.1 Corporate Social Responsibility (CSR) and CSR Reporting -- 10.5.2 Legitimacy in CSR Reporting and Practices -- 10.5.3 Legitimacy in CSR Reporting by Newer Versus Older Organizations -- 10.6 Conclusion and Policy Remarks -- Appendix: Interviewee Reference Number -- References -- 11: Implementation of Corporate Social Responsibility Initiatives for Tanzania Corporations and Not-for-Profit Organizations -- 11.1 Introduction -- 11.2 Literature Review -- 11.2.1 Legitimacy Theory -- 11.2.2 Stakeholder Theory -- 11.2.3 Social Contract Theory -- 11.3 Methodology -- 11.4 Findings -- 11.5 Discussion of the Findings -- 11.6 Conclusion and Research Implications -- References -- 12: A Revaluation of All Values: Nietzschean Populism and Covid-19 -- 12.1 Nietzschean Populists and Covid-19 12.2 The Good, the Bad and the Ugly: How Nation-States Met the Challenge of Covid China -- 12.3 Taiwan, Singapore and South Korea -- 12.4 New Zealand and the Nordic Countries -- 12.5 The UK's Herd Immunity Policy and the Fallacy of Balance -- 12.6 Donald Trump: The USA's 'medic-in-chief' -- 12.7 The Trump of the Tropics -- 12.8 The Debates Around a Post-Lockdown World -- 12.9 Conclusion -- References -- Index Business ethics Social responsibility of business Sustainable development Nachhaltigkeit (DE-588)4326464-5 gnd Corporate Social Responsibility (DE-588)7697760-2 gnd |
| subject_GND | (DE-588)4326464-5 (DE-588)7697760-2 (DE-588)4143413-4 |
| title | Values and Corporate Responsibility CSR and Sustainable Development |
| title_auth | Values and Corporate Responsibility CSR and Sustainable Development |
| title_exact_search | Values and Corporate Responsibility CSR and Sustainable Development |
| title_exact_search_txtP | Values and Corporate Responsibility CSR and Sustainable Development |
| title_full | Values and Corporate Responsibility CSR and Sustainable Development |
| title_fullStr | Values and Corporate Responsibility CSR and Sustainable Development |
| title_full_unstemmed | Values and Corporate Responsibility CSR and Sustainable Development |
| title_short | Values and Corporate Responsibility |
| title_sort | values and corporate responsibility csr and sustainable development |
| title_sub | CSR and Sustainable Development |
| topic | Business ethics Social responsibility of business Sustainable development Nachhaltigkeit (DE-588)4326464-5 gnd Corporate Social Responsibility (DE-588)7697760-2 gnd |
| topic_facet | Business ethics Social responsibility of business Sustainable development Nachhaltigkeit Corporate Social Responsibility Aufsatzsammlung |
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