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Article
Publication date: 13 February 2009

D. Mazutis

390

Abstract

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Development and Learning in Organizations: An International Journal, vol. 23 no. 2
Type: Research Article
ISSN: 1477-7282

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Publication date: 14 May 2018

Daina Mazutis

Over the last several decades, businesses have faced mounting pressures from diverse stakeholders to alter their corporate operations to become more socially and environmentally…

Abstract

Over the last several decades, businesses have faced mounting pressures from diverse stakeholders to alter their corporate operations to become more socially and environmentally responsible. In turn, many firms appear to have responded by implementing more sustainable practices — measuring, documenting, and publishing annual CSR or sustainability reports to showcase how they are addressing important issues in this area, including: resource stewardship, waste management, greenhouse gas emission reductions, fair and safe labor practices, amongst other stakeholder concerns. And yet, research in this domain has not yet systematically examined whether businesses have, on the whole, changed their practices in tandem with the important changes in its institutional context over time. Have corporate CSR initiatives, in fact, been growing over the last 25 years or has the increased attention to CSR actually been much ado about nothing? In this chapter, we review the empirical literature on CSR to uncover that common measures of CSR such as the KLD do not support the concept that CSR practices have increased substantively over the last 25 years. We supplement this historical review by modeling the growth curves of CSR implementation in practice and find that the pace of positive change has indeed been glacial. More alarmingly, we also look at corporate social irresponsibility (CSiR) and find that, contrary to expectations, businesses have become more, not less, irresponsible during this same time period. Implications of these findings for theory are presented as are suggestions for future research in this domain.

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Corporate Social Responsibility
Type: Book
ISBN: 978-1-78754-260-0

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Article
Publication date: 8 June 2015

Daina Mazutis and Christopher Zintel

– The purpose of this paper is to consolidate the state of the empirical research to date on the relationship between leadership and corporate responsibility.

2875

Abstract

Purpose

The purpose of this paper is to consolidate the state of the empirical research to date on the relationship between leadership and corporate responsibility.

Design/methodology/approach

The authors conduct a comprehensive, systematic and narrative review of all published quantitative studies that have examined the link between leadership and corporate responsibility broadly defined, and the authors put forward an integrative model encapsulating current knowledge in this domain.

Findings

The authors not only identify validated direct, indirect and moderating effects of leadership on corporate responsibility but also point to gaps in the literature that imply important directions for further research.

Originality/value

The authors aim to make the following contributions to both the leadership and the corporate responsibility literatures. First, the systematic and narrative review in and of itself provides an important consolidation of existing knowledge in both domains. Second, the authors confirm that the preponderance of empirical evidence supports that leadership matters to corporate responsibility efforts in organizations. Lastly, the review provides a comprehensive model of the relationship between leadership and corporate responsibility that has important implications for future research and theory building in this field.

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Annals in Social Responsibility, vol. 1 no. 1
Type: Research Article
ISSN: 2056-3515

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Publication date: 5 October 2023

Hannes Velt and Rudolf R. Sinkovics

This chapter offers a comprehensive review the literature on authentic leadership (AL). The authors employ a bibliometric approach to identify, classify, visualise and synthesise…

Abstract

This chapter offers a comprehensive review the literature on authentic leadership (AL). The authors employ a bibliometric approach to identify, classify, visualise and synthesise relevant scholarly publications and the work of a core group of interdisciplinary scholars who are key contributors to the research on AL. They review 264 journal articles, adopting a clustering technique to assess the central themes of AL scholarship. They identify five distinct thematic clusters: authenticity in the context of leadership; structure of AL; social perspectives on AL; dynamism of AL; and value perceptions of AL. Velt and Sinkovics assert that these clusters will help scholars of AL to understand the dominant streams in the literature and provide a foundation for future research.

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The Emerald Handbook of Authentic Leadership
Type: Book
ISBN: 978-1-80262-014-6

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Publication date: 28 October 2021

Nuraddeen Abubakar Nuhu, Kevin Baird and Sophia Su

This study examines the impact of environmental activity management (EAM) on triple bottom line (TBL) performance and the role that sustainability strategies play in mediating…

Abstract

This study examines the impact of environmental activity management (EAM) on triple bottom line (TBL) performance and the role that sustainability strategies play in mediating these relationships. Data were collected using a survey of Australian managers and analysed using structural equation modelling (SEM). The findings indicate that each of the three levels of EAM – Environmental Activity Analysis, Environmental Activity Cost Analysis, and Environmental Activity Based Costing – influence-specific aspects of performance, either directly and/or indirectly through environmental and social sustainability strategies. The findings suggest that managers could enhance their use of EAM practices through the use of sustainability strategies in order to enhance performance. This study provides empirical insight into the impact that EAM practices and environmental and social sustainability strategies have on all three aspects of TBL performance.

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Publication date: 5 December 2014

Claudius Bachmann

Dealing with the issue of “Can practical wisdom be taught in business schools?,” in this chapter, I argue for an inquiry-based learning approach as a way of improving today’s…

Abstract

Dealing with the issue of “Can practical wisdom be taught in business schools?,” in this chapter, I argue for an inquiry-based learning approach as a way of improving today’s management education. Following along these lines, I initially focus on the current criticism of today’s management education in business schools. Then, I provide an introduction into the recent interest in the topic of practical wisdom by management scholars that emerged as part of an effort to overcome these failures of business schools. These attempts, however, remain on a rather vague or theoretical level and are lacking helpful guidance on how universities might implement this concept into their educational offerings. In order to remedy these shortcomings, I introduce a competency-based three-pillar model of practical wisdom and combine it with an inquiry-based learning approach. A comprehensive scheme highlights how the particular competencies of practical wisdom can be fostered over the successive stages of the inquiry process. Most importantly, by describing a MA-thesis program as a successful example of these ideas in application, I provide concrete suggestions of how to facilitate the growth of practically wise competencies by means of an inquiry-based learning approach.

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Inquiry-Based Learning for the Arts, Humanities, and Social Sciences: A Conceptual and Practical Resource for Educators
Type: Book
ISBN: 978-1-78441-236-4

Available. Open Access. Open Access
Article
Publication date: 15 July 2021

Elena Cavagnaro and Indira S.E. van der Zande

In the last decades, the notion that leadership comprises responsible leadership has gained support and the academic debate has shed some light on the antecedents, processes, and…

291

Abstract

In the last decades, the notion that leadership comprises responsible leadership has gained support and the academic debate has shed some light on the antecedents, processes, and multi-level outcomes of responsible leadership. Being at the intersection of the leadership and sustainability discourses, responsible leadership has benefitted from the increasing interests that both fields of study have received. Nevertheless, the debate has left several questions around the nature and development of responsible leadership unanswered. Among these questions we reckon an understanding of “responsible” in the definition of “responsible leadership,” the width of leaders’ responsibility and the depth of their impact including the role of personal alongside formal leadership, and the distinction between “responsible” and “non responsible” leaders. The aim of this theoretical paper is to further the academic discussion on leadership in the context of sustainability and its integration in higher education settings. We review the literature and explore the academic debate while step-by-step building a description of responsible leadership that could form the basis for leadership programmes in higher education. Then, borrowing insights from pro-environmental psychology, we share a tripartite description of responsible leadership, which centres around identity, behaviour and responsiveness. As a final step, we share our experience in building an undergraduate programme based on this tripartite description of responsible leadership. Here, we illustrate how the leadership description can be visualised in a figure and used to develop an undergraduate Liberal Arts and Sciences curriculum centred on the UN Sustainable Development Goals.

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Journal of Leadership Education, vol. 20 no. 3
Type: Research Article
ISSN: 1552-9045

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Book part
Publication date: 19 May 2015

Abstract

Details

Inquiry-Based Learning for Multidisciplinary Programs: A Conceptual and Practical Resource for Educators
Type: Book
ISBN: 978-1-78441-847-2

Available. Content available
Book part
Publication date: 5 December 2014

Abstract

Details

Inquiry-Based Learning for the Arts, Humanities, and Social Sciences: A Conceptual and Practical Resource for Educators
Type: Book
ISBN: 978-1-78441-236-4

Available. Open Access. Open Access
Article
Publication date: 10 February 2025

Ilaria Baghi and Paolo Antonetti

Following a crisis, stakeholders tend to appreciate costly organizational responses that attempt to reverse the harm caused by the organization. The deployment of reactive…

27

Abstract

Purpose

Following a crisis, stakeholders tend to appreciate costly organizational responses that attempt to reverse the harm caused by the organization. The deployment of reactive corporate social responsibility (CSR), defined as a CSR initiative explicitly promoted to make amends for a negative event, can thus be an effective crisis response strategy. However, existing studies suggest that this strategy could backfire, as it increases stakeholders’ skepticism regarding an organization’s motives to engage in CSR when this is only done under external pressure. Applying attribution theory, the purpose of this paper is to demonstrate that the effectiveness of reactive CSR as a crisis response strategy depends on the positioning of the brand promoting it.

Design/methodology/approach

The authors use three between-subject experiments to test our hypotheses. In Studies 1 and 3, they consider a fictitious crisis scenario with a fictitious brand, and in Study 2, they test their hypotheses using existing brands involved in a fictitious crisis.

Findings

Compared to a purely verbal response (an apology), reactive CSR improves consumers’ responses when implemented by a brand positioned to focus on CSR rather than on performance. This effect is mediated by perceived brand benevolence: a brand focused on CSR is seen as more benevolent when proposing reactive CSR initiatives than a brand with a performance positioning. The effect holds even when the CSR positioning is not aligned with the reactive CSR domain. For a brand with a performance positioning, a costlier reactive CSR strategy is no more effective than an apology.

Originality/value

The study extends their understanding of how information on brand positioning influences reactive CSR in response to a crisis. Their analysis clarifies the circumstances under which reactive CSR can be an effective crisis response.

Details

European Business Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0955-534X

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