How Can an Image of Sustainability Be Trusted? The Inner World of Corporate Social Responsibility-Journal of Sustainability Research-CSCIED科技核心评价数据库-手机版

How Can an Image of Sustainability Be Trusted? The Inner World of Corporate Social Responsibility

How Can an Image of Sustainability Be Trusted? The Inner World of Corporate Social Responsibility

ES评分 0 浏览量：1005 下载量：0

DOI	10.20900/jsr20210003
刊名	Journal of Sustainability Research JSR
年，卷(期)	2021, 3(1)
作者	Ruiqian Xu*,Dongning Yang,Xin Chen,
作者单位	National School of Development, Peking University, Beijing 100871, China ; Guanghua School of Management, Peking University, Beijing 100871, China ; Martin School of Public Policy and Administration, University of Kentucky, Lexington, KY 40506, USA ;
Abstract	Corporate social responsibility (CSR) is widespread in the commercial world, but companies often face suspicion regarding the latent motivation behind their CSR activities. How can firms make outside observers perceive their CSR as authentic and gain trust? Instead of focusing on CSR content and activities, we look into an organization’s intrinsic sensemaking process of CSR. Identity orientation, legitimacy, and posture are identified as three important attributes that reflect firms’ mental frame regarding CSR. We demonstrate type-by-type links among these sensemaking attributes and build configurations of CSR profiles to explore how these attributes work in combination to help firms gain trust from outside observers. Two scenario experiments are employed to test our hypotheses. The results indicate that observers’ trust is high when these three attributes are perceived as consistently and coherently underlying firms’ CSR activities. Specifically, when individual identity orientation is configured with pragmatic legitimacy and a defensive posture or when relational identity orientation is configured with moral legitimacy and a tentative posture, observers’ trust can be enhanced.
KeyWord	corporate social responsibility; sensemaking process; trust; configurations
基金项目
页码	-

参考文献
相关文献

1.Vishwanathan P, van Oosterhout H, Heugens PPMAR, Duran P, van Essen M. Strategic CSR: A Concept Building Meta-Analysis. J Manage Stud. 2020;57(2):314-50.

2.Aguinis H, Glavas A. What We Know and Don’t Know About Corporate Social Responsibility: A Review and Research Agenda. J Manage. 2012;38(4):932-68.

3.Cuypers IRP, Koh P-S, Wang H. Sincerity in Corporate Philanthropy, Stakeholder Perceptions and Firm Value. Organ Sci. 2015;27(1):173-88.

4.Delmas MA, Burbano VC. The Drivers of Greenwashing. Calif Manage Rev. 2011;54(1):64-87.

5.Alhouti S, Johnson CM, Holloway BB. Corporate social responsibility authenticity: Investigating its antecedents and outcomes. J Bus Res. 2015;69(3):1242-49.

6.Orlitzky M, Schmidt FL, Rynes SL. Corporate social and financial performance: A meta-analysis. Toward Integrative Corporate Citizenship. London (UK): Palgrave Macmillan; 2008.

7.Hond FD, Bakker FD, Neergaard P. Managing Corporate Social Responsibility in Action. Proc Int Assoc Bus Soc. 2007;45(1):79-80.

8.Shea CT, Hawn OV. Microfoundations of Corporate Social Responsibility and Irresponsibility. Acad Manage J. 2018;62(5):1609-42.

9.Basu K, Palazzo G. Corporate Social Responsibility: A Process Model of Sensemaking. Acad Manage Rev. 2008;33(1):122-36.

10.Burgoon JK. Relational message interpretations of touch, conversational distance, and posture. J Nonverbal Behav. 1991;15(4):233-59.

11.Cowell AJ, Stanney KM, editors. Embodiment and Interaction Guidelines for Designing Credible, Trustworthy Embodied Conversational Agents. In: Intelligent Agents, 4th International Workshop, IVA 2003; 2003 September 15-17; Kloster Irsee, Germany. 2003.

12.Wang H, Choi J. A New Look at the Corporate Social–Financial Performance Relationship. J Manage. 2010;39(2):416-41.

13.Yoo D, Lee J. The effects of corporate social responsibility (CSR) fit and CSR consistency on company evaluation: The role of CSR support. Sustainability. 2018;10(8):2956.

14.Pratt MG, Foreman PO. Classifying Managerial Responses to Multiple Organizational Identities. Acad Manage Rev. 2000;25(1):18-42.

15.Brickson SL. Organizational identity orientation: The genesis of the role of the firm and distinct forms of social value. Acad Manage Rev. 2007;32(3):864-88.

16.Suchman MC. Managing Legitimacy: Strategic and Institutional Approaches. Acad Manage Rev. 1995;20(3):571-610.

17.Pedersen JS. In Search of Identity and Legitimation: Bridging Organizational Culture and Neoinstitutionalism. Am Behav Sci. 2006;49(7):897-907.

18.Deephouse DL. To be different, or to be the same? It’s a question (and theory) of strategic balance. Strat Manage J. 1999;20(2):147-66.

19.He H, Yehuda B. Organizational Identity and Legitimacy under Major Environmental Changes: Tales of Two UK Building Societies. Br J Manage. 2010;21(1):44-62.

20.Gillespie N, Dietz G, Lockey S. Organizational Reintegration and Trust Repair after an Integrity Violation: A Case Study. Bus Ethics Q. 2014;24(03):371-410.

21.Gibbs ABW. The Double-Edge of Organizational Legitimation. Organ Sci. 1990;1(2):177-94.

22.Foreman P, David AW. Members’ Identification with Multiple-Identity Organizations. Organ Sci. 2002;13(6):618-35.

23.Greenwood R, Suddaby R, Hinings CR. Theorizing Change: The Role of Professional Associations in the Transformation of Institutionalized Fields. Acad Manage J. 2002;45(1):58-80.

24.Calton JM, Payne SL. Coping With Paradox: Multistakeholder Learning Dialogue as a Pluralist Sensemaking Process for Addressing Messy Problems. Bus Soc. 2003;42(1):7-42.

25.Colquitt JA, Rodell JB. Justice, Trust, and Trustworthiness: A Longitudinal Analysis Integrating Three Theoretical Perspectives. Acad Manage J. 2011;54(6):1183-206.

26.Du S, Bhattacharya CB, Sen S. Maximizing Business Returns to Corporate Social Responsibility (CSR): The Role of CSR Communication. Int J Manage Rev. 2010;12(1):8-19.

27.Whetten K, Leserman J, Whetten R, Ostermann J, Thielman N, Swartz M, et al. Exploring Lack of Trust in Care Providers and the Government as a Barrier to Health Service Use. Am J Public Health. 2006;96(4):716-21.

28.Meyer JW, Rowan B. Institutionalized Organizations: Formal Structure as Myth and Ceremony. Am J Soc. 1977;83(2):340-63.

29.Kornberger M, Brown AD. 'Ethics' as a discursive resource for identity work. Human Relat. 2007;60(3):497-518.

30.Carroll AB. A Three-Dimensional Conceptual Model of Corporate Performance. Acad Manage Rev. 1979;4(4):497-505.

31.George E, Chattopadhyay P, Sitkin SB, Barden J. Cognitive Underpinnings of Institutional Persistence and Change: A Framing Perspective. Acad Manage Rev. 2006;31(2):347-65.

32.Palazzo G, Scherer AG. Corporate Legitimacy as Deliberation: A Communicative Framework. J Bus Ethics. 2006;66(1):71-88.

33.Staw BM, Lance ES, Jane ED. Threat Rigidity Effects in Organizational Behavior: A Multilevel Analysis. Admin Sci Quart. 1981;26(4):501-24.

34.Zadek S. The path to corporate responsibility. Harv Bus Rev. 2004;82(12):125.

35.Cohen J, Cohen P. Applied Multiple Regression/Correlation Analysis for the Behavioral Sciences. New York (NY, US): Routledge; 2013.

36.Ring PS. Fragile and resilient trust and their roles in economic exchange. Bus Soc. 1996;35(2):148-75.

引用本文

Ruiqian Xu*,Dongning Yang,Xin Chen. How Can an Image of Sustainability Be Trusted? The Inner World of Corporate Social Responsibility, Journal of Sustainability Research. 2021; 3; (1). https://doi.org/10.20900/jsr20210003.

文献评论

相关学者

相关机构