Article2007

The Utility of Social Obligations in the UK Energy Industry*

Diane Sharratt · Bitten H. Brigham · Martin Brigham

24 citations0/0 files storedJournal of Management Studies

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Corporate Social Responsibility Reporting Regulation and Compliance Studies Corporate Social Responsibility and Sustainability

Abstract

abstract The imposition of social obligations on the UK energy supply industry provides an important opportunity to examine how social responsibilities are construed by companies and how these constructions relate to perceptions of the role of regulation, specifically the scope for compromise and influence with the regulator. Our data suggest four templates for understanding this relationship: embracing social obligations, business as usual, management deliberation, and conflicts with commerce. First, embracing social obligations is based on competitive advantage and struggles for market leadership, and highlights informal mechanisms in attempts to influence the regulatory agenda. Second, business as usual reflects pre‐existing standard operating procedures and a generalized approach to serving the broad consumer base in line with regulation as formal policing procedures. Third, management deliberation is a way of either reflecting upon or stalling progress on social issues, and suggests compromise and passivity in regulatory relations. Fourth, conflicts with commerce focuses on the inherent difficulties of reconciling social obligations with economic regulation and a profit orientation, so that meeting minimum standards or the risk of regulatory censure may be sensible strategies. Together these templates emphasize the subjective and multiple nature of social responsibility and of regulatory relationships, and demonstrate struggles for the strategic and operational meaning over the nature of public interest and competitive advantage.

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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 1979A Three-Dimensional Conceptual Model of Corporate Performance 1991The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders 1995A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance 1999Corporate Social Responsibility 1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts 1995INSTRUMENTAL STAKEHOLDER THEORY: A SYNTHESIS OF ETHICS AND ECONOMICS

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2013Responding to competing strategic demands: How organizing, belonging, and performing paradoxes coevolve 2014Political Corporate Social Responsibility: Reviewing Theories and Setting New Agendas 2020Board attributes, CSR engagement, and corporate performance: What is the nexus in the energy sector?2024Energizing Research at the Intersection of Public Policy and Supply Chain Resilience: A Systematic Review and Guiding Framework

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