Communicating Corporate Social Responsibility to Internal Stakeholders: Walking the Walk or Just Talking the Talk?

As organizations recognize the need to engage in CSR and sustainability initiatives, it is integral to success to communicate that they are doing so. However, the research focus is more often on communicating with external stakeholders to draw attention to corporate responsibility initiatives. Internal stakeholders as employees are not researched as often, despite their integral role in communicating the organization's CSR vision and sustainability as they interact with external stakeholders. In order to explore employee perceptions of CSR communication, a two‐phase mixed‐method study was undertaken, including semi‐structured interviews with 20 CSR managers in NZ organizations to provide content to inform an online questionnaire survey to seek feedback from employees in these same organizations. This paper contributes to research on internal stakeholders in revealing the influence of the perceived value congruence between managers and employees in influencing internal stakeholder perceptions of CSR and sustainability initiatives. The findings have implications for public policy, enhancing organizational communication, the need for authenticity and managerial recognition of their role in facilitating employee commitment to CSR initiatives. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment     

GREEN STAKEHOLDERS: INDUSTRY INTERPRETATIONS AND RESPONSE*

This paper argues that industrial responses to ‘green’ pressures may fruitfully be explored using a stakeholder framework. However, the common view of an objective configuration of stakeholders is replaced with one that favours an interpretive perspective. Managers are viewed as crucial mediators of stakeholder influence; how they identify, define and construct stakeholders is an important feature of the meaning of greening and an industry's subsequent response. A qualitative study of managers in four UK industries - supermarkets, automotives, power and chemicals - is reported. the effect of a small number of stakeholders - campaigners and regulators - is examined in some detail, distinguished differentially according to their perceived legitimacy and the threat they pose to industry. Also examined is the large group of traditionally powerful stakeholders - customers, creditors and employees - who fail markedly to impact on industry's greening. the implications of the findings for pro-environmental change and stakeholder theory are discussed.     

Stakeholder Relationship Bonds

Scholars and managers continue to seek a better explanation for the behaviours displayed by various stakeholders. An enhanced understanding of the drivers of these behaviours ought to improve an organization's ability to appropriately manage relationships with stakeholders, thereby improving firm performance. This paper provides a detailed look at the concept of a relationship, from the perspective of the stakeholder, by focusing on the perceived psychological bonds that drive a stakeholder to decide whether to continue a relationship with the firm and, if the relationship does continue, how much pro‐relationship behaviour to exert. Our analysis works out how the strength of the perceived psychological bond is measured and establishes the conditions under which bonds will be broken. We also develop conditions that either promote or quash stakeholders’ pro‐relationship behaviour.     

Trainees' reactions to training: shaping groups and courses for happier trainees

The extensive use of training demands more extensive evaluations of its real effects. Human resource scholars attempt to develop multi-dimensional training evaluation models, often ignored by practitioners, whereas training managers tend to evaluate only reaction evaluations, the first dimension in several models. To provide more practically relevant research, this study includes five training parameters in a model that assesses trainees' overall satisfaction with training (OST), which results from perceived usefulness of training, perceived trainer performance and perceived training efficiency. Structured survey data from a sample of 13,753 trainees, grouped in 1230 courses, involving 3047 companies, and financed by an Italian inter-professional fund, confirm the role of all three antecedents of OST. Moreover, of the five course- and participant-related variables, participation of female workers (which is also a moderator variable), the length of the course and the type of target audience influence trainees' OST. These results provide useful implications for practitioners in shaping their courses and audiences to maximise the trainees' reactions.     

Moving toward stakeholder-based HRM: a perspective of Italian HR managers

HR practices that look beyond focusing mainly on shareholders' interests to include a wider group of stakeholders are likely to result in a more effective HR system. This work examines Italian HR managers' perspectives of stakeholders and their perceived salience, based on data collected from 30 HR managers from the highest capitalization companies in the Milan Stock Exchange. The Mitchell, Agle and Wood model of stakeholder salience is applied to classify the stakeholders of the HR system into four clusters: definitive, dependent, discretionary and non-stakeholders. The results are discussed with reference to the body of knowledge on strategic HRM, putting forward specific managerial implications and proposing avenues for further research.     

Discourse and Audience: Organizational Change as Multi-Story Process

abstract    This article is critical of monological research accounts that fail to accommodate polyvocal narratives of organizational change, calling for more fully informed case studies that combine elements of a narrative approach with processual/contextual analysis. We illustrate how contrasting versions of the same change event by different stakeholders and by the same stakeholder for different audiences, raise theoretical and methodological issues in the analysis and presentation of data on organizational change. Our argument is that research narratives (that seek to develop understanding of change processes) are necessarily selective and sieved through particular discourses that represent different ways of engaging in research. They are authored in a particular genre and written to influence target audiences who become active co-creators of meaning. Organizational change viewed from this perspective is a multi-story process, in which theoretical accounts and guides to practice are authored consistent with pre-selected narrative styles. These, in turn, are purposefully chosen to influence target audiences, but this subjective crafting is often hidden behind a cloak of putative objectivity in the written and oral presentations of academic research findings.     

Comparing and explaining HR department effectiveness assessments: evidence from line managers and trade union representatives

We compare and explain effectiveness assessments of two HR stakeholders: line managers and trade union representatives. We examine whether they have the same preferences regarding the roles the HR department has to fulfil (Ulrich 1997). Next, we test which strong HRM system characteristics (Bowen and Ostroff 2004) are decisive in determining the perceived effectiveness of the HR department in the preferential roles. With these analyses we examine whether the HR roles and strong HRM system characteristics are equally important to different stakeholders. Results show that the perceived effectiveness of the HR department in its operational roles is decisive in trade union representatives' general HR effectiveness assessment. For line managers, process-oriented roles are crucial. Next, if the HR department scores high on strong HRM system characteristics, it is perceived as more effective in its HR roles. Yet, the importance of specific HRM system characteristics depends on the role and stakeholder.     

Stakeholders’ Attributes,Behaviors, and Decision‐Making Strategies in Construction Projects: Importance and Correlations in Practice

Project managers need to make decisions on how to balance competing claims between the different stakeholders in projects. Previous studies have suggested that the choice of decision‐making strategies is highly related to stakeholders’ attributes and behaviors in practice; however, limited studies have been conducted in the construction field to analyze the importance of stakeholders’ attributes, behaviors, and decision‐making strategies, and validate the correlations between the factors and decision‐making strategies. To analyze the underlying meanings of stakeholders’ attributes, behaviors, and decision‐making strategies from the practitioners’ perspectives, and indicate the influence of stakeholder‐related factors on decision‐making strategies, an interview, questionnaire survey, and case study were adopted. Empirical studies suggest that three stakeholder attributes (power, urgency, and proximity), and four types of stakeholder behaviors (cooperative potential, competitive threat, opposite position, and neutral attitude) are perceived by the practitioners as important to dealing with stakeholder claims. Depending on stakeholders’ salience levels and behavior types, strategies of defense, compromise, or concession/adaptation are chosen and applied by project managers in practice. The findings can help project managers to proactively understand stakeholder performance, place emphasis on particular attributes and behaviors, and formulate appropriate schemes under different circumstances.     

Engaging the stakeholders: corporate views and current trends

This paper is based on research conducted at Imperial College in 1996, in which the authors have reviewed the extent, purpose and motivation of evironmental stakeholder initiatives (ESIs). The research objective was to determine ESIs' impact on corporate environmental management through a survey of businesses engaged in such initiatives, and to propose a set of recommendations for successful implementation of ESIs. Previous research on the subject has mainly discussed the case for stakeholders' involvement, reviewing whom companies would target as stakeholders. This paper goes a step further by assessing the current ESI practices of the researched companies in terms of style, purpose and method of engagement, as well as the target audiences and timing of these initiatives. Five stages of ESI undertaken by companies are identified and the benefits, as well as limiting factors, are discussed. In addition to the research conclusions the key factors for successful ESIs and a set of recommendations for companies engaging in such initiatives are presented. © 1998 John Wiley & Sons, Ltd and ERP Environment.     

Electronic Participation Technologies and Perceived Outcomes for Local Government Managers

Abstract

US local governments are under increasing pressure to adopt electronic participation technologies to engage stakeholders in decision-making. The choice set of technologies and the ease with which they can be applied, has potentially increased the complexity of the context within which managers operate. Using data from a national survey of 850 government managers in 500 cities, we investigate whether different channels of e-participation technology and the intensity of e-participation technology use are associated with managers' perceptions of outcomes. We find that the relationships between complexity of e-participation technology and perceived outcomes depend upon the type of external stakeholder group considered.     

Sustainability,accountability and corporate governance: exploring multinationals' reporting practices

Recent years have seen a rapid increase in accountability pressures on particularly large global companies. The increased call for transparency comes from two different angles, which show some (potential) convergence in terms of topics and audiences: accountability requirements in the context of corporate governance, which expand to staff‐related, ethical aspects; and sustainability reporting that has broadened from environment only to social and financial issues. This article examines to what extent and how current sustainability reporting of Fortune Global 250 companies incorporates corporate governance aspects. Many multinationals, particularly in Europe and Japan, have started to pay attention to board supervision and structuring of sustainability responsibilities, to compliance, ethics and external verification. While detailed disclosures are not yet common, some notable practices can be found. Underlying dilemmas and complexities for managers in dealing with accountability to shareholders and stakeholders, and the role of auditors, are indicated. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment     

Bank monitoring,managerial ownership and Tobin's Q: an empirical analysis for India

The paper examines how banking relationships and managerial ownership relate to firm valuation. It is argued that both the number of banking relationships (which serves as an external monitoring function) and managerial ownership (which serves as an internal monitoring function) affect firm value, while internal monitoring by managers and external monitoring by banks were viewed as substitutes or complements. After controlling for the effect of exogenous variables, the results reveal the existence of a complementary monitoring effect between banks and the managerial group. On the other hand, the results indicate that increased external monitoring by banks will simultaneously raise the incentive on the part of managers to engage in internal monitoring. Also, firm valuation is found to be a significant determinant of managerial ownership. A disaggregated analysis of firms according to size and leverage suggests the existence of a complementary monitoring effect between banks and managers, except for small‐sized firms. Copyright © 2007 John Wiley & Sons, Ltd.     

Perceptions of the value of the HR function

This article explores the added value of the HR function as it is perceived by three groups of managers: top managers, HR managers and line managers. Despite the fact that literature about strategic HRM focuses almost exclusively on the value of the HR function as a strategic partner, it was assumed that its perceived value for the business would not be restricted to the area of strategy formulation and implementation. Several 'result domains' can be distinguished in which the HR function can deliver value to the business. Based on our review of the literature, the degree of strategic involvement of the function was used as a second perspective to investigate its perceived added value. To examine our propositions, a qualitative study was carried out in which 97 HR managers, 38 top managers and 178 line managers participated. The results confirm our thesis that the perceived value of the HR function contains more than just the fulfilment of its role as a strategic partner. Based on our results, an integrated model for the perceived value of the function has been developed.     

Relationship marketing in museums: influence of managers and mode of governance

ABSTRACT

On the bases of relationship marketing and social capital, this paper aims to explore whether museums’ external relationships depend on managers and internal relationships as well as on mode of governance. The empirical findings of a hierarchical regression analysis for a sample of 556 museums indicate that close relationships with the external environment require managerial social capital and a supportive culture that favours internal cohesion. Finally, public museums directly run by government entities remain too bureaucratic and lack incentives to promote internal cohesion as well as relationships with customers and other stakeholders. Implications for managers are discussed.     

Job attitudes and organizational justice in joint venture hotels in China: the role of expatriate managers

In a survey of local employees in joint venture hotels in China, perceived interactional justice was found to be predictive of job attitudes, and perceived salary fairness in comparison with expatriate managers explained additional variance in job attitudes. Compared to previous results, local employees now perceived their pay as much more unfair when compared with that of expatriate managers. In addition to perceived justice, perceived managerial practices of expatriate managers and incentives received were also predictive of job attitudes of local employees. Consistent with previous results, employees working with overseas Chinese and Japanese managers reported less positive job attitudes than those working with Western and other Asian managers. These differences were related to neither perceived differences in managerial practices or managerial experiences of the expatriate managers nor perceived differences in incentives received. The justice framework provides the best explanation for these results.     

Nasty or NICE? The National Institute for Clinical Excellence and technology assessment

This paper explores the political dynamics that have surrounded the National Institute for Clinical Excellence (NICE) since its creation in 1999. Using theories of political marketing, the research presented here explains the behaviour of NICE in the technology appraisal process as the result of the pressures to pursue different marketing strategies. It finds that organisations can follow multiple strategies of political marketing depending upon the identity of their target audience. The government originally designed NICE to pursue a ‘product‐oriented’ strategy based upon its biomedical expertise. However, in the face of resistance from stakeholders (pharmaceutical companies and patient groups) NICE has begun to pursue a more ‘market‐oriented’ strategy. Using analysis of its decision‐making procedures and an empirical analysis of its guidances and appeals decisions, this paper demonstrates how NICE garners information from and is responsive to the interests of its target audiences. Copyright © 2003 Henry Stewart Publications     

Segmenting nonprofit stakeholders to enable successful relationship marketing: a review

• When establishing relationships with stakeholders, nonprofit organizations must define appropriate target groups to allocate resources purposively. This paper explicates that link by reviewing the literature on nonprofit stakeholder segmentation and by discussing whether stakeholder segmentation is perceived as a prerequisite of successful relationship marketing by nonprofit researchers.
• We develop two conceptual dimensions of nonprofit stakeholder segmentation: the stakeholders segmented and the segmentation criteria used. A systematic database and journal search yielded 53 papers, categorized according to these two dimensions. The studies are described briefly, and the relevance of the relationship marketing concept is examined and discussed. Several research gaps emerge from this review, leading to propositions for further research.

Copyright © 2014 John Wiley & Sons, Ltd.     

The role of organizational citizenship behaviour and rewards in strategy effectiveness

Abstract

In this paper we contribute to the strategy and OCB literature by empirically exploring how middle managers as strategic actors in product-market strategy making are enabled or constrained in the strategy process. We explore the role of organizationally targeted organizational citizenship behaviour (OCBO) as a conduit for strategy effectiveness. This is a departure from most OCB studies which concentrate on organizational effectiveness. We assess the mediating role of social and extrinsic rewards as organizational structural processes underlying the OCBO-strategy effectiveness relationship. Our results reveal that while OCBO has no direct influence on strategy effectiveness, participation as a form of social reward partially mediates the OCBO strategy effectiveness relationship. However, the negative mediation effect reveals that excessive participation reduces strategy effectiveness. In terms of extrinsic reward practices, process rewards partially and positively mediate the relationship. Focusing on OCBO our results contribute to the call for more nuanced studies into OCB relationships and performance and to the recent debate surrounding whether certain OCB behaviours are perceived as rewarded. We highlight that whilst OCBO is not in itself an important precondition for fostering effective strategy performance, organizational structural processes in the form of reward practices can foster beneficial OCBO which supports strategy effectiveness.     

The impact of face-to-face street fundraising on organizational reputation

Although many stakeholders perceive face-to-face street fundraising as unpleasant, nonprofit managers encourage it as a way to attract donors. To understand the long-term effects of this fundraising method, we used a mixed-methods experimental design to investigate how face-to-face street fundraising affects organizational reputation and stakeholder support intentions in comparison with letter fundraising. The findings reveal that face-to-face street fundraising has a significant negative influence on the stakeholders' perceptions of an organization. Further, qualitative data show that the negative perception originates primarily from perceived pressure, distrust, and obtrusion, which are triggered by face-to-face street fundraising. Our study thus reveals long-term reputational consequences that nonprofit organizations should consider before deciding on fundraising methods.     

Does the engaged public's evaluation of networking practices matter? The effects of polarized attitudes and the reputation of networking on individuals' word-of-mouth behaviors

The study examines the influence of individuals' attitudes and the perceived organization's ability to network with its stakeholders on their positive and negative word-of-mouth (WOM) behaviors. The study also examines how these relationships differ between the general and engaged public, taking the organization People for the Ethical Treatment of Animals (PETA) as a case study. The results show that individuals' attitudes toward PETA predict positive and negative WOM behaviors regardless of their previous engagement in PETA. Yet the influence of the perceived reputation of PETA's networking with other stakeholders on positive or negative WOM behaviors displayed different patterns between the general and the engaged public. For the engaged public, the idea that PETA has a good relationship with its members is considered more important than outreach to nonsupporters. In addition, how individuals perceive characteristics of stakeholders or their influence on organizations influences the relationship between the perceived reputation of networking and the engaged public's negative WOM behaviors.