Corporate social responsibility in the post financial crisis era

Palgrave Studies in Governance, Leadership and Responsibility Corporate Social Responsibility in the Post-Financial Crisis Era CSR Conceptualisations and International Practices in Times of Uncertainty EDITED BY ANASTASIOS THEOFILOU GEORGIANA GRIGORE ALIN STANCU www.ebook3000.com Palgrave Studies in Governance, Leadership and Responsibility Series Editors Simon Robinson Leeds Beckett University Leeds Business School Leeds, United Kingdom Jim Parry Charles University Prague 1, Czech Republic William Sun Leeds Beckett University Leeds Business School Leeds, United Kingdom Aim of the Series The fall-out from many high profile crises in governance and leadership in recent decades, from banking to healthcare, continues to be felt around the world Major reports have questioned the values and behaviour, not just of individual organizations but of professionals, industries and political leadership These reports raise questions about business corporations and also public service institutions In response this new series aims to explore the broad principles of governance and leadership and how these are embodied in different contexts, opening up the possibility of developing new theories and approaches that are fuelled by interdisciplinary approaches The purpose of the series is to highlight critical reflection and empirical research which can enable dialogue across sectors, focusing on theory, value and the practice of governance, leadership and responsibility Written from a global context, the series is unique in bringing leadership and governance together.The King III report connects these two fields by identifying leadership as one of the three principles of effective governance however most courses in business schools have traditionally treated these as separate subjects Increasingly, and in particular with the case of executive education, business schools are recognizing the need to develop and produce responsible leaders The series will therefore encourage critical exploration between these two areas and as such explore sociological and philosophical perspectives More information about this series at http://www.springer.com/series/15192 www.ebook3000.com Anastasios Theofilou • Georgiana Grigore • Alin Stancu Editors Corporate Social Responsibility in the Post-Financial Crisis Era CSR Conceptualisations and International Practices in Times of Uncertainty Editors Anastasios Theofilou Bournemouth University Poole, Dorset, United Kingdom Georgiana Grigore Bournemouth University Poole, Dorset, United Kingdom Alin Stancu Bucharest University of Economic Studies Bucharest, Romania Palgrave Studies in Governance, Leadership and Responsibility ISBN 978-3-319-40095-2    ISBN 978-3-319-40096-9 (eBook) DOI 10.1007/978-3-319-40096-9 Library of Congress Control Number: 2016957154 © The Editor(s) (if applicable) and the Author(s) 2017 This work is subject to copyright All rights are solely and exclusively licensed by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and ­transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed The use of general descriptive names, registered names, trademarks, service marks, etc in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made Cover illustration: © blickwinkel / Alamy Stock Photo Printed on acid-free paper This Palgrave Macmillan imprint is published by Springer Nature The registered company is Springer International Publishing AG The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland www.ebook3000.com Contents Part I Corporate Responsibility in the “Post-Financial Crisis”: A Moral Discussion   1   1 Embedding Social Responsibility in HE Corporate Communications Degrees The Place of CSR in Teaching Corporate Communications Programs (Advertising, Branding and Public Relations)  3 Rutherford and Richard Scullion   2 Does Religiousness Influence the Corporate Social Responsibility Orientation in Germany? 25 Maria Anne Schmidt   3  New Corporate Responsibilities in the Digital Economy 41 Georgiana Grigore, Mike Molesworth, and Rebecca Watkins   4 A New Paradigm: How Social Movements Shape Corporate Social Responsibility After the Financial Crisis 63 Camelia Crisan and Ana Adi v vi Contents   5 An Ontologically Innovative Design of CSR Strategies: Enabling Value Added Institutional Collaborations83 Fragkoulis Akis Papagiannis Part II Corporate Responsibility in the “Post-Financial Crisis”: A Need to Institutionalize   97   6 Who Is Ethical?: The Code of Business Ethics in Korean Workplaces  99 Kyungmin Baek   7 CSR and Banking Morals: On the Introduction of the Dutch Banker’s Oath  117 Wybe T Popma   8 Private–Public Sector Interaction in Terms of Crisis Management for Maintaining Sustainability and Enhancing CSR  135 Christina Nizamidou and Fotis Vouzas   9 The Need for a Responsible Public Administration  155 Athanasios Chymis, Paolo D’Anselmi, and Christos Triantopoulos Part III Corporate Responsibility in the“Post-Financial Crisis”: Case Studies As discussed in previous cases   175 10 Exploring Post-Financial Crisis CSR Digital Communications by MNEs in Mexico  177 María Castillo and Virginie Vial www.ebook3000.com  Contents  vii 11 Value Chain and CSR of Global Pharmaceutical Companies: A Framework to Define Practices  199 Nathalie Gimenes and Marielle A Payaud 12 Fear, Loathing and Shale Gas The Introduction of Fracking to the UK: A Case Study  221 David McQueen 13 For-Profits and Non-Profits: A Research on  the Collaboration’s Premises during the Financial Crisis  243 Andreea Angela Vonțea and Alin Stancu Index263 Notes on Contributors Ana  Adi  is the Head of the Department of Corporate Communications at Quadriga University of Applied Sciences (Berlin, Germany) (https://www.quadriga.eu/) She defines herself as a digital humanist whose research covers, among others, digital storytelling and corporate digital discourses Kyungmin  Baek is Assistant Professor of Sociology and Anthropology at Nazarbayev University, Kazakhstan His research interests include corporate social responsibility, environmental management, work–family programs, diversity management, and statistics Recent publications include Asian Business & Management, Law & Social Inquiry, and Journal of Business Ethics Maria  Castillo  is a PhD candidate at KEDGE Business School (Marseille, France) She holds an MBA from Arizona State University Her research interests include corporate social responsibility, business model innovation, sustainability, and international business in developing countries She can be reached at maria.castillo@kedgebs.com Athanasios Chymis  is a research fellow at the Centre of Planning and Economic Research, (KEPE) in Athens, Greece He holds a PhD from the University of Missouri-Columbia in Agricultural Economics He is interested in the connection between Ethics and Economics and, currently, his research is focused on how social responsibility could be infused in the public administration sector as well as in all organizations, both of the private and the public sectors ix www.ebook3000.com x  Notes on Contributors Camelia  Crisan  is a senior lecturer at the College of Communication and Public Relations (www.comunicare.ro) Bucharest, Romania She believes in the power of social networks to craft the common good and researches on how employees’ storytelling increases the corporate citizenship behavior Paolo  D’Anselmi  is a practitioner of management consultancy and policy analysis He teaches Corporate Social Responsibility at the University of Rome Tor Vergata, Italy He is a graduate in Engineering (Sapienza, Rome) and in Public Policy (Harvard) He is working on extending Corporate Social Responsibility to Public Administration Nathalie  Gimenes  is a PhD student affiliated with the Magellan Research Center at Lyon She is also Medical Manager in Janssen France, a medical subsidiary of Johnson and Johnson Nathalie’s thesis focuses on the responsible business model deployed by Janssen France to facilitate the access of revolutionary molecules for everyone Georgiana  Grigore is Senior Lecturer in Corporate and Marketing Communications at Bournemouth University, UK.  In 2012, Georgiana co-­ founded an annual international conference in ‘Social Responsibility, Ethics and Sustainable Business’, and in 2015, she co-edited two academic monographs on responsibility and ethics David  McQueen is Lecturer in Politics, Media and PR at Bournemouth University His research interests include public relations, news and current affairs, political communications and media management He is researching various lobbying and ‘greenwashing’ campaigns by the fossil fuel industry and the presentation of fracking in the news Mike  Molesworth is a Principal Teaching Fellow at the University of Southampton He has been teaching digital marketing for almost 20 years with an emphasis on ethical and critical aspects of technology His research interests include emerging online practices and the use and possession of digital consumption objects Christina  Nizamidou  is a PhD Candidate in the Department of Business Administration at the University of Macedonia, Thessaloniki, Greece She has working experience in private sector in administrative and consulting positions She is Member of the Academy of Management (USA) Her research interests include crisis management, human resources management, corporate social responsibility, and business ethics 256  A.A Vonțea and A Stancu Further, another respondent evokes one of the most notable aspects that define the collaboration between the for-profit and non-profit organizations: […] the Company’s relationship with NGOs it is not made for this purpose per se—establishing a partnership The Company’s relationship is one with a wide variety of stakeholders—of interest factors or organizations/ persons that, in a way or another, determine its activity or the smooth running of it (Interview no 1) 13.3.4 Communication Actions The communication actions associated with a collaborative relationship between for-profit and non-profit organizations, from the respondents’ perspective, divide themselves into two distinctive categories depending on the environment that corresponds to the transmitted message—the internal and the external communication Even though, at first glance, the external communication seems to hold the main role in a context concerning CSR initiatives, two of the formulated arguments reflect contrary opinions regarding this assumption: […] we [as a corporate organization—A/N] don’t have a media budget allocated for the communication ‘on’ social responsibility initiatives The unique manner of communication that is taken into account by us with priority consists of the internal communication towards all of our employees by the use of all the means that we have (Interview no 12) [As a corporate organization—A/N] we gave more attention to communicating inside the organization and, in general, the internal communication was much more developed because (Name of corporate organization), a good long time, was oriented towards the internal communication (Interview no 1) The following two expressed viewpoints refer to the importance of allocating resources in order to support a non-profit organization or for implementing a collaborative relationship per se in comparison with the circumstance under which their destination would be assigned to www.ebook3000.com 13  For-Profits and Non-Profits: A Research   257 ­ romoting social involvement Within the first example, there is made a p reference to a potential good practice organizational conduct: […] [As a corporate foundation—A/N] we don’t spend three quarters of the budget on PR and a quarter on the project Our money…—the majority—are directed towards projects Important is to make the project and to have an object for discussion, and not vice versa (Interview no 7) In the other example, there can be observed the fact that the approach of the subject is made through successive negations illustrated by a series of mentions about actions from the area of communicating by the use of advertising: In general, [as a corporate organization—A/N] we said that ‘if we something, it will be seen’ We haven’t made an effort in order to communicate ‘outside’ visibly and aggressively because our achievements although, always, the communication part from the partnerships completed by us was an important part We ‘walk’ the principle ‘we tell what we and we what we tell’, but we considered that ‘putting’ even financial resources into the communication part, does not make sense The reason why we haven’t made publicity, we haven’t made advertising and we never paid for publicity and advertising spaces in order to ‘erode’ by this manner the resources that could be allocated to certain organizations or to a certain cause (Interview no 1) Still about the role of communication, but this time from a diametrically opposed angle, states one of the interviewed persons: Usually, this is a clause of ours [as a corporate organization—A/N]—to be mentioned there appears something that ‘talks’ about the project financed by us To be mentioned and, automatically, we have a certain type of advertising Well, surely … we speak about the major projects Within the case of the small projects where you ‘give’ less, you don’t have … you can’t have this ‘pretence’ But, by reference to the major projects, it is normal to mention you Where there is made advertising for the project, ‘there’ are we present (Interview no 8) In seven of the 12 interviews conducted with representatives of commercial organizations, there were multiple mentions about aspects such 258  A.A Vonțea and A Stancu as visibility, reputation or brand awareness, the statements being made predominantly in an indirect manner Two of the most relevant mentions are the following ones: Of course that for a company is important to have also visibility for what it intends to in terms of social involvement […] the brand’s visibility and its attached values related to defining that company as a socially involved one This is what we aim at […] because there are involved some funds, obviously that there should be identified a justification from a non-­ commercial viewpoint too, but it—this non-commercial—has an equivalence in the visibility as a brand (Interview no 11) Obviously that the main reason, from my point of view, is awareness This is also a trend … We all [as corporate organizations—A/N] want to associate ourselves with some good causes, to increase awareness (Interview no 6) 13.4 Discussion and Further Research The focal aspect that derives from the prerequisites of establishing collaborative relationships between entities from the for-profit and, respectively, the non-profit sectors refers to the manner in which corporate organizations address the identification of the potential collaborators The interview’s content analysis indicates the fact that the dominant approach is the reactive one in the sense that the endeavour’s initiation for establishing collaboration relationships is made by the non-profit organizations Nevertheless, there are situations within which the role of initiator belongs to the corporate ones In particular, it is interesting to observe that, in one of the interviews, the notion of selling process is associated with CSR initiatives and, implicitly, with the involvement intent in collaborative relationships with non-profit entities Regarding the eligibility criteria that substantiate the selection of collaborator non-profit organizations, the actions of formulating and communicating them in an objective manner can be considered essential ones In consonance with this thing, one of the respondents brings into discussion the justification of such a conduct in the sense that there is ­mentioned the auditing process and, implicitly, its binding nature www.ebook3000.com 13  For-Profits and Non-Profits: A Research   259 From the viewpoint of the issues that represent the object of the criteria depending on which corporate organizations decide to collaborate with non-profit organizations, it may be concluded that the existence of a strategic alignment is the most important one of these Thereby, for corporate organizations it is extremely important, between what represents the object of a potential collaborative relationship and the directions followed by it in terms of its CSR conduct, to have an alignment Moreover, as the analysis of the interview’s content indicates, it is necessary that this matching to be a strategic one by its nature so that it contributes to the achievement of the objectives associated with the manner in which organizations carry out their commercial activity The financial aspects associated with corporate organizations’ involvement into collaborative relationships with non-profit organizations represent another particularity depending on which such an interaction takes place or not Firstly, corporate organizations’ option for collaboration depends on the financial results obtained in the sense that their support is filtered by the fiscal facilities conferred by law Secondly, the flexibility degree of the budget allocated to sponsorship activities influences, in its turn, in a direct manner the decision regarding the association of the two types of entities Again, the financial component is brought into discussion so that other two respondents recall the necessity of normalizing the extent to which non-profit organizations depend on the corporate financing because depending entirely on them may constitute a significant drawback of their own sustainability The interviews’ content analysis reveals the fact that another criterion considered by corporate organizations as to be a definitive one relative to establishing a collaborative relationship is represented by approaching projects from a medium- or long-term perspective and, consequently, generating a significant impact Within the same context and, at the same time, in connection with the financial area, the respondents’ statements also evoke that the non-profit organizations’ history regarding their experience in terms of managing projects and, implicitly, their budgets is one of the monitored criteria The discussion about the dimensions of the non-profit organizations that have the status of a potential collaborator can be looked at as depending on two distinct plans The first plan is the one at which, 260  A.A Vonțea and A Stancu from the perspective of corporate organizations, the aspect regarding the proposed project’s characteristics is the one that prevails in comparison with the one about dimensions By reference to the second plan, besides the elements that individualize the proposed project, the emphasis is put on the type of organizations of whose portfolio it is part of Thus, one of the respondents expresses its preference regarding the work with international organizations due to the fact that their degree of formalization is an aspect that facilitates the manner in which the information exchange is addressed Reliability is an attribute that is an integral part of the main elements that characterize the conduct of non-profit organizations with which corporate entities may establish a collaboration relationship, according to the viewpoints expressed by the respondents This attribute, on the one hand, refers to the manner in which non-profit organizations approach or relate themselves to the financial contribution offered by the financing corporate organizations On the other hand, as stated by another respondent, the reliability derives from acquiring a good reputation by the non-profit organization As one of the interviewed persons says, fulfilling the assumed commitments is one of the principles of good practice that determine the proper collaboration between the corporate organizations and the non-profit ones One of the recurring subjects in terms of the manner of implementing the information exchange between entities refers to the reporting process The consistency of the feedback received by the corporate organizations is an aspect that influences the interaction from both a current and a future perspective relative to the probability of continuing the collaborative relationship Another characteristic of the corporate organization’s conduct regarding the involvement into collaborative relationships with non-profit organizations refers to the manner of approaching the fields associated with the manifestation of a socially responsible behaviour Thereby, these can be taken into account either on the basis of the own organizational considerations or as a further step related to the international recommendations Beyond these aspects, the corporate organization’s conduct is a variable and diverse one by the manner of implementing the social involvement endeavours www.ebook3000.com 13  For-Profits and Non-Profits: A Research   261 Amongst the elements of characterizing the communication associated with the interaction between corporate organizations and the non-­profit ones, there can be found the one that refers to the environment to which there are addressed the concerned actions—the internal environment or the external one The respondents’ assertions indicate that orienting the communication actions towards the internal environment represents a consistent part of the totality of such endeavours, as one of the interviewed persons highlights the priority character of such an initiative In the case of the communication directed towards the external environment, there can be observed the existence of a consensus of the respondents in terms of the necessity of allocating resources for supporting the non-profit organizations’ activity in comparison with the case in which resources are watched as the object of certain actions that promote elements regarding corporate organizations’ identity Notwithstanding, there are some opinions by which, practically, is confirmed the fact that the communication actions that derive from the implementation of a collaborative relationship between corporate organizations and the non-­profit ones have a high degree of importance Consequently, in more than half of the interviews, within the discussion about the communication actions derived from a collaborative relationship, the respondents’ mentions referred—even though in an indirect manner—to a series of terms of which meaning was related to promoting the identity of the represented organizations References Băleanu, T. E., Chelcea, L., & Stancu, A (2011) The social responsibility of the top 100 Romanian companies An analysis of corporate websites Amfiteatru Economic, 13(29), 235–248 Baur, D., & Schmitz, H. P (2012) Corporations and NGOs: When accountability leads to co-optation Journal of Business Ethics, 106(1), 9–21 Bhattacharya, C.  B., Korschun, D., & Sen, S (2009) Strengthening stakeholder–company relationships through mutually beneficial corporate social responsibility initiatives Journal of Business Ethics, 85(2), 257–272 Demetriou, M., Papasolomou, I., & Vrontis, D (2010) Cause-related marketing: Building the corporate image while supporting worthwhile causes The Journal of Brand Management, 17(4), 266–278 262  A.A Vonțea and A Stancu Eisenhardt, K. M (1989) Building theories from case study research Academy of Management Review, 14(4), 532–550 Kim, N., Sung, Y., & Lee, M (2012) Consumer evaluations of social alliances: The effects of perceived fit between companies and non-profit organizations Journal of Business Ethics, 109(2), 163–174 Lee, L (2011) Business-community partnerships: Understanding the nature of partnership Corporate Governance: The International Journal of Business in Society, 11(1), 29–40 Lefroy, K., & Tsarenko, Y (2014) Dependence and effectiveness in the nonprofit-­corporate alliance: The mediating effect of objectives achievement Journal of Business Research, 67(9), 1959–1966 Ohreen, D. E., & Petry, R. A (2012) Imperfect duties and corporate philanthropy: A Kantian approach Journal of Business Ethics, 106(3), 367–381 Zaharia, R. M., & Grundey, D (2011) Corporate social responsibility in the context of financial crisis: A comparison between Romania and Lithuania Amfiteatru Economic, 13(29), 195–206 www.ebook3000.com Index1 A accountability, 54, 126, 132, 156, 158, 162, 163, 178 activism, 77, 162 administrative, 92, 113, 216 advertising, xviii, 3–20, 48, 49, 52, 57, 260 Advertising Standards Authority (ASA), 49 advocacy, 231–2 annual reports, 4, 181, 182, 186, 191 antagonism, 76 anti-fracking activists, 226 argument(s), 6, 10, 67–70, 73–5, 85, 93, 221, 234, 250, 259 artificial intelligence, 50, 55–7 automotive, 46, 248 autonomy, 42, 45, 72, 122, 129, 130, 246 B balancing, 121 Banker's Oath, xviii, 117–32 banking, 46, 55, 78, 117–32, 248 BBC, 232–8 benchmarking, 165 bipolarity, 191 British government, 222 business context, 27 business ethics, 5, 9, 26–8, 28n1, 29, 30, 45, 50, 51, 58, 83, 99–113, 159 business oaths, 125  Note: Page numbers with “n” denote notes © The Author(s) 2017 A Theofilou et al (eds.), Corporate Social Responsibility in the Post-­Financial Crisis Era, Palgrave Studies in Governance, Leadership and Responsibility, DOI 10.1007/978-3-319-40096-9 263 264 Index C capitalism, 68, 73 Carroll, A. B., 26, 28, 30, 33, 45, 64 case study(ies), xvii, xviii, xix, 13, 17–19, 221–38 citizen-consumers, classical approach, 44, 45, 71 coalitions, 231–2 code(s), xviii, 8, 58, 77, 87, 99–113, 119–24, 129–31, 159, 233, 252 collaboration, xviii, 83–94, 136, 138, 144, 146, 148, 150, 213, 215, 245–64 commitment, 3, 4, 6, 11–14, 17, 19, 20, 28, 51, 56, 64, 104, 204, 208, 215, 263 communications agencies, 7, competition, 84, 93, 107, 157, 162–8, 192, 231 competitive advantage, 4, 41, 83, 84, 86, 89, 90, 94, 177, 181 complex factors, 15 conceptualizations, xix, 28, 46 conduct, connection, 5, 10, 26, 27, 29, 32, 34, 35, 53, 58, 64, 87, 100, 108, 112, 113, 119–21, 123, 124, 130, 131, 159, 160, 162, 169, 204, 228, 233, 246, 249, 254–63 consequences, xvii, 4–6, 18, 43, 44, 51, 58, 67–9, 125, 142, 177, 179, 216, 246 consumer(s), 4, 7, 8, 11–13, 15, 16, 19, 25–7, 35, 42, 47, 49–54, 56, 57, 64, 68, 77, 106, 107, 164, 169, 180 consumption, 50–3, 56, 57, 188, 236 continuum, 19, 65, 68–72, 182 contractual agreements, 50–2 convergence, 79 conversion, xviii, 79, 102 corporate accidents, 99 corporate communications, 3–20, 144 corporate governance, 67, 70, 73, 75, 84, 87, 102, 120, 123, 129–32, 163 corporate organizations, xix, 246–9, 261–4 corporate social responsibility (CSR), 3, 6–19, 26, 42, 44–8, 63, 74–5, 83–94, 99, 117–32, 135–51, 155–70, 177–94, 199–218, 245, corporate tax responsibility, corporate websites, 46, 178, 181, 186 costs, 16, 51–3, 56, 68, 69, 75, 140, 177, 223, 231, 246, 252 countries, 34, 36, 49, 76–8, 84, 86, 100, 101, 112, 113, 156, 158, 160–3, 165–7, 179, 181, 192, 212–17, 221, 226 credibility, 25, 144 crisis management, 135–51 criticism(s), 7, 122, 200 CSR See corporate social responsibility (CSR) CSR annual reports, 186 CSRO, 26, 28–32, 36 CSR reporting, 45, 47, 49, 186 Customer Relationship Management (CRM), 87 cynicism, www.ebook3000.com  Index  D debate, xviii, 8, 10, 11, 73, 221–3, 233, 234, 237, 238 decision-making, 27, 70, 84, 88, 91–4, 104, 131, 144 defensive, 67 definitions, 65, 70, 71, 83, 185, 201, 223–4, 238 democracy, 94 dialogue, 42, 47, 58, 178, 180, 182, 217 differences, 26–8, 32, 32n7, 33, 34, 74, 156n1, 160, 166, 248 digital consumption, 50, 53, 57 digital economy, 41–58 digital goods, 51, 52 Digital Rights Management, 58 digital technologies, xviii, 42, 43, 47–9 discretionary, 113 disruption, 47 E economic, xviii, 4, 8, 9, 11, 13, 14, 16, 25, 26, 28–33, 35, 41, 42, 45, 63, 64, 73, 75, 76, 78, 79, 84, 85, 87–9, 91–4, 100–2, 105–7, 112, 118, 124, 126, 128, 135–7, 145, 150, 151, 156–62, 168–70, 177–9, 182, 193, 194, 199, 202, 205, 213, 218, 221–3, 227, 230, 238, 245, 254 economic perspective, 100, 101, 105–7, 110, 112 education, emissions, 6, 221, 223, 225, 230, 236 265 empirical research, 27, 85 employees, 42, 44, 55–7, 66, 67, 71, 108, 109, 118–32, 136, 138, 140, 141, 145, 146, 156, 163, 165–7, 169, 228, 259 environmental groups, 233, 234 environmental responsibility, 4, 6, 7, 10, 11 environmental sustainability, 6, Equal Employment Opportunity Act (EEOA), 101, 102 equality, 50, 54–5, 76, 77 ethical, 1, 4, 6, 10, 18, 19, 27–30, 32, 33, 35, 42, 44, 48, 49, 57, 58, 64, 66, 88, 99–113, 120, 124, 126, 129, 151, 164, 165, 167, 168, 199, 213, 245 ethical behavior, 10, 27, 29, 126, 164, 165 ethical policies, 4, EU See European Union (EU) European Commission, 202, 225 European Union (EU), 42, 49, 78, 161 F financial crisis, 25, 41, 63–79, 83, 85, 93, 100, 113, 123, 135–7, 150, 151, 156, 158, 168, 192, 200, 217, 245–64 financial efficiency, 93 financial meltdown, 177 financial recession, 4, 14 financial services, 118–20, 125, 126 Financial Times, 266 Index findings, 9, 26, 27, 33, 87, 93, 94, 112, 113, 179, 191 fracking, 221–38 framework, 28, 42, 44, 49, 69, 84, 86–8, 92, 93, 120–2, 131, 139, 141, 143, 144, 148, 150, 199–218, 249, 252, 255 Friedman, Milton, 44, 65–8, 74–9 fundamentalism, 73 fundraising, 247 future directions, xvii G Germany, 25–36, 181, 226 global recession, xvii goodwill, 4, 6, 18 government, 4–6, 10, 15, 41, 46, 49, 67, 69, 71, 75–7, 85, 100–3, 107, 108, 113, 117, 118, 121, 124, 130, 135, 138, 141, 142, 150, 157, 159, 160, 163, 167, 199, 204, 222–5, 227–33, 235, 237, 238 inconclusive, 27, 29 influence, 4, 6–8, 11–13, 19, 25–36, 47, 53, 64, 71, 85, 86, 100, 109, 118, 124, 137, 144, 159, 160, 182, 223, 231, 232, 249, 262, 263 Innovation Management (IM), 87 institutionalization, xvii, xviii institutionalizing, xviii institutional pressures, xviii, 101, 103–5, 111–13, 193 international, 14, 25, 44, 49, 63, 64, 73, 84, 93, 94, 123, 127, 157–64, 166–8, 221, 263 interview(s), 108, 234, 236, 247–64 investment(s), 16, 42, 92, 106, 109, 130, 212, 222, 225, 249, 253, 255 irresponsibilities, 46 J justice(s), 4, 6, 7, 9, 11, 16, 20, 45, 77, 125, 127, 159, 167 H higher education, 8–20, 232 humanitarian problems, 199 hybrid model, 137, 138, 141, 143, 144, 146, 148–50 K knowledge, 3, 8, 9, 12–13, 15, 16, 18, 27, 36, 42, 51, 54, 84, 86, 119, 141, 142, 147, 148, 182, 247 Korea, 99–103, 107, 108, 110, 111, 113 I IBE survey, image(s), 6, 86, 102, 104, 106, 107, 112, 118, 123, 126, 147, 178 L legal compliance, xviii, 50, 102 legal system, 67 legitimacy, 45, 71, 101, 105, 178, 182, 191, 194 www.ebook3000.com  Index  licensing, 58, 157, 164, 213, 233 lobbying, 223, 228, 238 M manager(s), 5, 10, 27, 29, 66–8, 70, 73–5, 92, 101, 104, 105, 108, 109, 118, 119, 124, 140, 141, 146, 156, 159, 161, 163, 164, 201, 207, 208, 246, 247 market, xviii, 3, 4, 7–9, 12, 15–19, 26, 35, 50, 53, 56, 64, 66, 67, 72, 73, 76, 78, 84, 86, 87, 93, 106, 123, 128, 158, 162–4, 168, 179, 201, 207, 213, 214, 217, 246, 247, 253, 257 marketing communications, xviii, 3, 7–9, 12, 17–19 maximize profit, 51 meaningful change, 5, 15 measurable, 85, 87, 89, 90, 92–4, 205 mental pictures, 7, 11, 12, 16, 18 Mexico, 177–94 Mission Statements, 11 MNC, MNE, 177–94 models, 11, 20, 45, 52, 53, 56, 58, 71, 94, 110, 139, 216 moral(s), 27, 42, 45, 58, 68–70, 77, 78, 117–32, 137 moral agency, 129 moral obligations, 69, 70, 129, 137 MORI, movements, xviii, 52, 63–79, 124 multiple advantages, 246 267 N neo-institutional Theory, 101–5 neoliberal, 12, 16, 71, 73 new Paradigm, 63–79 new technology(ies), 43, 57, 58, 110 non-governmental organizations (NGOs), 77, 135, 138, 141, 160, 162, 187, 215, 216, 251, 255, 256, 258 non-profit organizations, 67, 246, 247, 249, 250, 253, 254, 258, 259, 261–4 O Oath, xviii, 117–32 obligations, 28, 29, 32–5, 69, 70, 100, 129, 137, 138, 207, 237, 238 online communication, 43, 49 online CSR communication, 42 online platforms, 42, 54 ontological design, 87–93 ontology, 84, 88–9, 91, 93 operational activity, 141 opportunities, xvii, xviii, 3, 13, 44–6, 48, 50, 55, 58, 222, 246 opposition, 56, 75, 118, 121, 122, 223, 226–7, 234, 235, 237, 238 organizational performance, 104 ownership, 50–3, 58, 68–70, 74, 104, 109 268 Index P paradigm, xviii, 16, 63–79, 132 partnership, 45, 139–41, 147, 150, 203–5, 213, 214, 218, 228, 246, 250, 258, 260 performance, xviii, 4, 29, 30, 46, 64, 85, 87, 89, 94, 102, 104, 106, 146, 158, 164, 166–8, 179, 205 pharmaceutical companies, xix, 46, 199–218 pharmaceutical industry, 199–212, 214–16, 218 pharmaceutics, 46 phenomenon, 53, 100, 249 philanthropy, 67, 84, 182, 188, 194 platform(s), 42–4, 47, 52–4, 141, 181, 183, 186, 193 plurality, 47, 204 political science, 64 politicians, 6, 10, 76, 118, 164, 233, 238 politics, 128 power(s), 67, 71, 73–5, 79, 128, 140, 149, 245, 246 practitioners, 18, 43 pressure groups, 71 principles, xviii, 3, 6, 7, 11–14, 17, 20, 66, 69, 78, 100, 126, 127, 136, 138, 263 privacy, 42, 46, 48, 49 production, 7, 8, 51, 68, 88, 106, 110, 141, 169, 215, 222, 224, 227, 248 productivity, 42, 56, 163, 167, 212, 213 public administration, xviii, 155–70 public anger, 5, public consciousness, public health, 150, 200, 213, 230, 231 public image, 118, 123 public opposition, 226–7 public organizations, xviii, 156–61, 163, 168, 169 public relations, xviii, 3–20, 67, 223, 227–9 public sector(s), 104, 108, 109, 111, 112, 135–51, 155, 156, 156n1, 157–9, 161–3, 165–9 pyramid, 28, 33, 64, 140, 205 Q qualitative research, 247 qualitative study, 207 quantitative study, 28 questionnaire, 30, 30n4 R recruitment, 15, 16 relations, xviii, 3–20, 48, 67, 73, 79, 84, 92, 178, 201, 203, 205, 217, 223, 227–9, 254 religion, xviii, 26–9, 31, 31n5, 33, 35, 36, 157 religiousness, 25–36 reputation(s), 4, 6, 18, 43, 46, 47, 86, 106, 107, 126, 136, 178, 182, 183, 222, 227, 238, 255–7, 260, 263 reputation management (RM), 86 research gap, 26, 36 resistance, 16, 237 www.ebook3000.com  Index  responsibility, 3–20, 25–36, 41–58, 63–79, 83, 99, 119, 129–31, 136, 155, 162–4, 177, 179–81, 199, 232, 245, restrictions, 51, 87, 148 retention strategies, 15, 16 right priorities, risk control, 246 Romania, 63, 72, 247 S scandals, 25, 35, 43, 46, 123 self-regulation, 99 shared value, 4, 13, 178 shareholders, 46, 66–70, 73–5, 104, 119, 129, 130 social change, 7, 202 social engagement, 42, 186, 188, 201 social-environmental, 64, 106, 186, 188, 202, 205, 218 social justice, 4, 6, 7, 9, 11, 16, 20, 167 social license, 71, 72, 74 social media, 5, 8, 42, 44, 47, 51, 52, 54, 57, 178–83, 185–93, 227 social movements, xviii, 63–79 social performance, 30, 64, 164 social reform, 11, 20 social responsibility(ies), 3–20, 25–36, 43, 44, 57, 63–79, 83, 100, 110, 113, 125–8, 131, 132, 136, 138, 155, 156, 156n1, 157, 162–5, 269 167–9, 177, 179–81, 200, 216, 238, 245, 246, 258, 259 social structure, 64 society(ies), xvii, xix, 9, 10, 17, 19, 20, 35, 42, 43, 45–8, 54, 55, 57, 64–79, 100, 112, 113, 119, 122, 123, 128–32, 135–8, 140, 147, 149, 160, 163, 164, 168, 177, 178, 180, 182, 186, 200–2, 205, 207, 212, 215–17, 229, 232, 237, 245 solidarity, xviii, 25 stakeholder approach, 45 stakeholder perspective, 53 stakeholders, xviii, 42–7, 57, 58, 67–72, 84–9, 91–4, 100, 118, 128–32, 136–8, 150, 169, 178, 180–2, 193, 202–5, 207, 212, 218, 238, 258 stakeholder theory, 46, 51, 69, 71 strategic changes, xvii strategic endeavours, 85 surveillance, 42, 49, 56 sustainability, xviii, 6, 9, 10, 41, 42, 45, 64, 84, 94, 135–51, 161, 185–7, 200, 205, 212, 217, 254, 262 T tactical, 93, 229 taxation, 42, 48–50, 164 taxonomy, 200, 203–8, 218 teaching, 3–20, 215, 232 270 Index theorem, 91, 93 transformation, 18, 43, 57, 77 transparency, 42, 48, 49, 54, 101, 102, 121, 126, 129–31, 156, 158, 159, 162–4, 178–80, 192, 256 U UK See United Kingdom (UK) uncertainty(ies), xviii, 35, 105, 130, 145, 146, 159, 238 United Kingdom (UK), 5, 13, 14, 49, 50, 85, 107, 166, 167, 181, 221–38 V voluntary, 74, 113, 125, 202, 203 W welfare creation, 69 Western economies, 26 workplaces, 99–113 www.ebook3000.com ... I  Corporate Responsibility in the Post- Financial Crisis : A Moral Discussion   1   1 Embedding Social Responsibility in HE Corporate Communications Degrees The Place of CSR in Teaching Corporate. .. Grigore • Alin Stancu Editors Corporate Social Responsibility in the Post- Financial Crisis Era CSR Conceptualisations and International Practices in Times of Uncertainty Editors Anastasios Theofilou... Grigore Alin Stancu www.ebook3000.com Part I Corporate Responsibility in the Post- Financial Crisis : A Moral Discussion Embedding Social Responsibility in HE Corporate Communications Degrees The Place