Social responsibility: U.S. power plants 1985–1998

This study introduces an Environmental Performance Index (EPI) to assess the performance of firms that produce both good and bad outputs. In the one good output one bad output case, the EPI simplifies to the ratio of good–bad output for period t + 1 and period t. After deriving the index, data for U.S. coal-fired power plants from 1985 to 1998 are used to demonstrate insights that the EPI can provide. We find that power plants with units participating in Phase I of the Acid Rain Program experience a dramatic improvement in their EPI during 1994–1995.

Managers' interpretations of LCA: enlightenment and responsibility or confusion and denial?

Environmental life cycle assessment (LCA) and ‘life cycle thinking’ are popular approaches to evaluate and manage the environmental aspects of products. While LCA has been propagated as a decision‐making tool, the interest here is in LCA as a mental model, which managers may interpret and enact differently. If LCA and ‘life cycle thinking’ manage to infuse organizations with an extended sense of responsibility, this could counteract some of the ‘organized irresponsibility’ of modern markets. However, LCA use may also lead to confusion, doubt and denial. This article explores potential managerial interpretations of LCA with a small illustration from the wholesale trade, and through a conceptualization of the illustration in terms of Hatch's ( 1993 ) dynamic model of organizational culture. Copyright © 2000 John Wiley & Sons, Ltd.     

The expatriate’s family as a stakeholder of the firm: a responsibility viewpoint

In this paper we argue for the recognition of the expatriate’s family as a stakeholder of the firm during the expatriation. We demonstrate why the expatriate’s family can be regarded as a stakeholder of the parent company and what kind of a stakeholder the family is. Additionally, we argue that the parent company needs to develop and apply a holistic well-being orientation to show stakeholder responsibility in the international assignment (IA) arena. We apply the theory of stakeholder salience to the IA relationship because it provides a theoretical framework for integrating the family into the expatriation process. Yet this theory does not necessarily provide a framework for assessing the social functioning of expatriates and their family members. Since expatriation often leads to a radical shift in family roles and living circumstances, family members (or indeed the expatriates themselves) cannot replicate all elements of their previous lives in the host country. Therefore, we use the capabilities approach to complete the theoretical framework, as this approach provides an evaluative mechanism which highlights how a socially responsible relationship between the company and the family can be advanced to foster well-being and quality of life for the family members as well as the expatriate, even if their functioning abroad differs from their functioning in their own country.     

When do corporate social responsibility initiatives impact on customer-facing employees? Evidence from India and the Netherlands

The vast majority of the extant literature on corporate social responsibility (CSR) has focused on the macro (firm) level of analysis by examining the linkage between CSR and firm-level outcomes. As such, very few studies have focused on the micro (individual) level of analysis. Against this backdrop, the present study focuses on the individual level of analysis thereby contributing to the emerging psychology of CSR literature, which considers employees' perceptions of their employing organizations' social actions as more important than organizations' objective CSR performance (Rupp, Shao, Thornton and Skarlicki (2013), ‘Applicants’ and Employees’ Reactions to Corporate Social Responsibility: The Moderating Effects of First-Party Justice Perceptions and Moral Identity,’ Personnel Psychology, 66, 895–933). Moreover, the study is one of the first examining the role of context in employee attitudes toward CSR. In particular, it builds on the psychology of CSR (e.g. Rupp et al. 2013) literature to propose a research framework that delineates the moderating effects of satisfaction with payment, satisfaction with the job itself and individualism in the relationship between corporate social performance (CSP) perceptions and customer-facing employees' behavioral outcomes. Data are collected from customer-facing employees in two major organizations in the Netherlands and India. Results suggest a complex interplay between CSP perceptions and the two facets of job satisfaction, and that national context is likely to moderate the contingent effects of CSP perceptions on customer-facing employees' behavioral outcomes.     

Are entrepreneurial foreign activities of Peruvian SMNEs influenced by international certifications, corporate social responsibility and green management?

Given the crucial role of entrepreneurial foreign activity as a source of corporate profits and competitive advantage, it is of interest to investigate which factors may help promote it. This paper evaluates whether entrepreneurial foreign activities of small and medium-sized multinational enterprises (SMNEs) of Latin American developing countries are affected by international certifications, corporate social responsibility and green management. To that aim, we use a sample of 100 Peruvian exporting firms from several sectors and a methodology consisting of partial least squares structural equation modeling. Results reveal that, while acquiring and holding international certifications as well as the investments carried out in actions related to corporate social responsibility do not have positive effects on the performance of entrepreneurial foreign activities of Peruvian SMNEs, green management exerts a positive influence. Therefore, environmental management is revealed as an effective tool to help firms from developing countries compete successfully in the markets and, in turn, improve the economic situation in those regions.     

Promoting corporate social responsibility and sustainable development through management development: What can be learned from international service learning programs?

In this article, we discuss how the human resource development (HRD) function can support corporate sustainability strategy by designing and implementing leadership development programs incorporating international service learning assignments. We describe “Project Ulysses,” an integrated service learning program that involves sending participants in teams to developing countries to work in cross‐sector partnerships with nongovernmental organizations (NGOs) and social entrepreneurs, supporting them in their fight against pressing global problems. We present the findings of a narrative analysis of learning stories produced by Ulysses participants. Understanding how participants make sense of, and learn from, their experiences abroad provides us with insights into how service learning programs can help managers to develop the knowledge, skills, and mind‐set that will enable them to successfully support a company's global sustainability and corporate social responsibility (CSR) efforts. We conclude by discussing the implications for leadership development, specifically how organizations can incorporate a responsibility and sustainability focus in their management development programs.