Article2008

Thinking of the organization as a system: The role of managerial perceptions in developing a corporate social responsibility strategic agenda

François Maon · Adam Lindgreen · Valérie Swaen

111 citations0/0 files storedSystems Research and Behavioral Science

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Corporate Social Responsibility Reporting Management and Organizational Studies Corporate Social Responsibility and Sustainability

Abstract

Abstract The societal issues conveyed to the organization by its internal and external stakeholders can be various and often conflicting. Consequently, organizations confront difficulties when attempting to identify the range of relevant societal issues they must prioritize to design corporate social responsibility (CSR) programs. This article proposes a conceptual framework to clarify the processes that underlie the emergence, prioritization and integration of CSR issues into organizational goals. Specifically, this article uses systems thinking, CSR, and organizational interpretation theories to highlight the central influence of top managers' perceptions on the development of CSR strategic agendas. Copyright © 2008 John Wiley & Sons, Ltd.

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1991The fifth discipline, the art and practice of the learning organization 1969The social psychology of organizing 1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts 2001Corporate Social Responsibility: A Theory of the Firm Perspective 2007Strategy and society: the link between competitive advantage and corporate social responsibility 1999Corporate Social Responsibility 1991Corporate Social Performance Revisited 1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts

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