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How stakeholders view stakeholders as CSR motivators

Caroline Dale Ditlev-Simonsen · Fred Wenstøp

66 citations0/0 files storedSocial Responsibility Journal

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Corporate Social Responsibility Reporting Ethics in Business and Education Corporate Social Responsibility and Sustainability

Abstract

Purpose The purpose of this paper is to investigate perceptions of the relative importance of different stakeholders (owners, employees, customers, non‐governmental organizations (NGOs) and governmental authorities) as agents motivating managers to engage in corporate social responsibility (CSR). The aim is to determine which stakeholders are viewed as key motivators and which the respondents think ought to be key stakeholders. Design/methodology/approach This is an empirical study. Three stakeholder groups – corporate leaders, MSc business students and NGOs – were consulted through a paper survey (n = 264). Findings The findings reveal that the three stakeholder groups roughly agree that owners are the main motivators for managers to pursue CSR, followed by customers, governments, employees and NGOs, in that order. The paper then turned from perceptions of how things are to opinions about how things ought to be, asking who should be the main motivator. In this case, customers moved up to first place, followed by employees, owners, government and NGOs. Age, but not gender, was a significant variable. The older the respondents, the smaller the discrepancy between perceptions of what is and opinions about what ought to be. Research limitations/implications This study was conducted in Norway and generalization is therefore limited. By replicating the study in other countries cultural differences can be investigated. Practical implications The findings are applicable for evaluating different avenues for understanding and influencing managerial and stakeholder CSR behaviour. Originality/value Several studies have concluded that stakeholders are of key importance in the CSR setting. However, few studies so far have compared the perceived relative “power” held by stakeholders. This type of knowledge can provide a key to understanding the development of CSR.

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References

2010Strategic management a stakeholder approach 1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts 2007Strategy and society: the link between competitive advantage and corporate social responsibility 2006Corporate social responsibility communication: stakeholder information, response and involvement strategies 2007The contribution of corporate social responsibility to organizational commitment 2006Corporate Social Responsibility, Public Policy, and NGO Activism in Europe and the United States: An Institutional‐Stakeholder Perspective 2002Stakeholder Theory: A Libertarian Defense 2004The Relationship between Perceptions of Corporate Citizenship and Organizational Commitment

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