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Article
Publication date: 11 August 2020

Herman Aguinis, Isabel Villamor and Kelly P. Gabriel

The purpose of this study is to critically synthesize and integrate conceptual and empirical research on the behavioral perspective on corporate social responsibility (CSR) and…

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Abstract

Purpose

The purpose of this study is to critically synthesize and integrate conceptual and empirical research on the behavioral perspective on corporate social responsibility (CSR) and explain why it is useful and necessary, especially in the wake of the COVID-19 pandemic. The authors explain why CSR can result in both positive and negative outcomes and provide future research directions and recommendations for practice and policymaking.

Design/methodology/approach

This study focuses on critical literature review and synthesis.

Findings

CSR policies in response to COVID-19 are created by organizations but are implemented by individual employees. The way employees perceive and react to CSR actions are key determinants of CSR’s implementation and success. CSR can be embedded within or peripheral to a firm’s core functioning. While embedded CSR is linked to several positive outcomes if correctly implemented together with employees, peripheral CSR is linked to “the dark side” of CSR and can result in negative employee outcomes.

Practical implications

Using the backdrop of the COVID-19 pandemic, the authors detail types of CSR actions that governments and organizations can implement and their relative effectiveness; why “one size fits all” top-down CSR does not work; how firms can use human resource management practices to re-engage employees through finding meaning in work; and the “dark side” of CSR.

Social implications

Using the backdrop of the COVID-19 pandemic, the authors detail types of CSR actions that governments and organizations can implement and their relative effectiveness; why “one size fits all” top-down CSR does not work; how firms can use human resource management practices to re-engage employees through finding meaning in work; and the “dark side” of CSR.

Originality/value

CSR research has focused mostly on why and when firms choose to engage in CSR. A behavioral perspective on CSR facilitates, through an employee-centric conceptual framework, a deeper understanding of when and why employee reactions lead to positive and unintended negative outcomes, especially during the COVID-19 pandemic.

Objetivo

Sintetizamos críticamente e integramos la investigación conceptual y empírica sobre la perspectiva conductual de la responsabilidad social corporativa (RSC) y explicamos por qué es útil y necesaria, especialmente a raíz de la pandemia del COVID-19. Explicamos por qué la RSC puede dar lugar a resultados tanto positivos como negativos y sugerimos propuestas para investigaciones futuras y recomendaciones para la práctica empresarial y la formulación de políticas.

Metodología

Revisión crítica y síntesis de literatura.

Resultados

Las políticas de RSC en respuesta a COVID-19 son creadas por organizaciones, pero implementadas por empleados. La forma en que los empleados perciben y reaccionan a las iniciativas de RSC es clave para la implementación y el éxito de la RSC. La RSC puede integrarse o ser periférica al funcionamiento central de una empresa. Si bien la RSC integrada está vinculada a varios resultados positivos si se implementa correctamente junto a los empleados, la RSC periférica está vinculada al “lado oscuro” de la RSC y puede generar resultados negativos para los empleados.

Originalidad/valor

La investigación de la RSC se ha centrado principalmente en cuándo y por qué las empresas eligen participar en la RSC. Una perspectiva conductual de la RSC facilita, a través de un marco conceptual centrado en los empleados, una comprensión más profunda de cuándo y por qué las reacciones de los empleados a la RSC conducen tanto a resultados positivos como a resultados negativos no deseados, especialmente durante la pandemia de COVID-19.

Implicaciones prácticas y sociales

Utilizando el telón de fondo de la pandemia de COVID-19, detallamos (1) los tipos de acciones de RSC que los gobiernos y las organizaciones pueden implementar y su relativa efectividad; (2) por qué la RSC de arriba hacia abajo y de “talla única” no funciona; (3) cómo las empresas pueden utilizar las prácticas de gestión de recursos humanos para volver a involucrar a los empleados mediante la búsqueda de significado en el trabajo; y (4) el “lado oscuro” de la RSC.

Objetivo

Sintetizamos e integramos criticamente a pesquisa empírica e conceitual sobre a perspectiva comportamental da responsabilidade social corporativa (RSC) e explicamos por que ela é útil e necessária, especialmente após a pandemia do COVID-19. Explicamos por que a RSC pode levar a resultados positivos e negativos e sugerimos propostas para pesquisas futuras e recomendações para práticas de negócios e formulação de políticas.

Metodologia

Revisão crítica e síntese da literatura.

Resultados

As políticas de RSC em resposta ao COVID-19 são criadas por organizações, mas implementadas pelos funcionários. O modo como os funcionários percebem e reagem às iniciativas de RSC é a chave para a implementação e o sucesso da RSC. A RSC pode ser integrada ou periférica à operação central de uma empresa. Enquanto a RSC integrada está vinculada a vários resultados positivos se implementado corretamente junto com os funcionários, a RSC periférica está vinculada ao “lado sombrio” da RSC e pode levar a resultados negativos para os funcionários.

Originalidade/valor

A pesquisa em RSC se concentrou principalmente em quando e por que as empresas optam por participar da RSC. Uma perspectiva comportamental da RSC fornece, através de uma estrutura conceitual centrada no funcionário, uma compreensão mais profunda de quando e por que as reações dos funcionários à RSC levam a resultados negativos positivos e indesejados,especialmente durante a pandemia de COVID-19.

Implicações práticas e sociais

Usando o pano de fundo da pandemia do COVID-19, detalhamos (1) os tipos de ações de RSC que governos e organizações podem implementar e sua relativa eficácia; (2) por que a RSC de cima para baixo e tamanho único não funciona; (3) como as empresas podem usar as práticas de gerenciamento de recursos humanos para reativar os funcionários buscando significado no trabalho; e (4) o “lado sombrio” da RSC.

Details

Management Research: Journal of the Iberoamerican Academy of Management, vol. 18 no. 4
Type: Research Article
ISSN: 1536-5433

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Book part
Publication date: 23 April 2021

Anne-Marie Gingras

Purpose: This chapter examines how two basic rights, freedom of expression, and the right to equality based on one’s dignity, reputation, and honor, were balanced in a case…

Abstract

Purpose: This chapter examines how two basic rights, freedom of expression, and the right to equality based on one’s dignity, reputation, and honor, were balanced in a case involving a stand-up comedian and an adolescent suffering from Treacher Collins syndrome. Methodology/Approach: The case is contrasted with Jürgen Habermas’ concept of the public sphere and with the intrinsic and utilitarian values that Canadian courts have attributed to free speech. Findings: Because the case was dealt with first in a human rights tribunal and then by a court of appeal, a number of considerations were overlooked in court proceedings: how laughter occurs; the broadening of Ward’s audience and its consequences; and Ward’s publicity strategy. These aspects are explored here to give a more complete picture of the case beyond the court decisions. Originality/Value: In Canada, freedom of expression is usually dealt with ordinary courts. A whole new avenue for dealing with this right is human rights bodies and tribunals. Contesting free speech in the name of defamation is being replaced by rights entrenched in human rights charters, such as the right to equality based on the preservation of one’s dignity, reputation, and honor.

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Media and Law: Between Free Speech and Censorship
Type: Book
ISBN: 978-1-80071-729-9

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Article
Publication date: 6 October 2023

Gabriel Maschio, Liana Stoll, Rosiele Lappe Padilha, Kelly de Moraes, Fernanda Leal Leães, Roberta Cruz Silveira Thys and Voltaire Sant'Anna

The objective was to evaluate the effect of banana peel into cake (a bakery product that may add bananas) and panettone (a product that never is added to bananas) formulations on…

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Abstract

Purpose

The objective was to evaluate the effect of banana peel into cake (a bakery product that may add bananas) and panettone (a product that never is added to bananas) formulations on consumers' acceptance and perceived attributes and the effect on the technological properties of the product.

Design/methodology/approach

Bakery products were produced with banana peel in the formulation and control samples without residue. Volunteers scored their acceptance and checked all attributes applied to the four samples in the blind and informed tests. The texture, color, proximate composition and bake properties were measured.

Findings

The acceptance of both cakes, with and without banana peel, was not affected when consumers were informed that there was a residue in both cakes. Relative risk indicated that information had no influence on acceptance. Panettone with banana pulp showed a reduction in acceptance when volunteers were informed of the presence of banana peel. Risk analysis showed a significant relative risk of product rejection when consumers were aware of information. The addition of banana peel enhanced panettone chewiness and crumb hardness, reduced bake loss of cakes, reduced the volume of both products and changed some color parameters of both products.

Originality/value

Banana peel is a source of functional compounds, but it is not clear how consumers react when informed that the food presents it.

Details

British Food Journal, vol. 125 no. 12
Type: Research Article
ISSN: 0007-070X

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Book part
Publication date: 21 January 2019

Stefanie Ruel

Abstract

Details

Stem-Professional Women’s Exclusion in the Canadian Space Industry
Type: Book
ISBN: 978-1-78769-570-2

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Book part
Publication date: 20 July 2017

Neal M. Ashkanasy, Ashlea C. Troth, Sandra A. Lawrence and Peter J. Jordan

Scholars and practitioners in the OB literature nowadays appreciate that emotions and emotional regulation constitute an inseparable part of work life, but the HRM literature has…

Abstract

Scholars and practitioners in the OB literature nowadays appreciate that emotions and emotional regulation constitute an inseparable part of work life, but the HRM literature has lagged in addressing the emotional dimensions of life at work. In this chapter therefore, beginning with a multi-level perspective taken from the OB literature, we introduce the roles played by emotions and emotional regulation in the workplace and discuss their implications for HRM. We do so by considering five levels of analysis: (1) within-person temporal variations, (2) between persons (individual differences), (3) interpersonal processes; (4) groups and teams, and (5) the organization as a whole. We focus especially on processes of emotional regulation in both self and others, including discussion of emotional labor and emotional intelligence. In the opening sections of the chapter, we discuss the nature of emotions and emotional regulation from an OB perspective by introducing the five-level model, and explaining in particular how emotions and emotional regulation play a role at each of the levels. We then apply these ideas to four major domains of concern to HR managers: (1) recruitment, selection, and socialization; (2) performance management; (3) training and development; and (4) compensation and benefits. In concluding, we stress the interconnectedness of emotions and emotional regulation across the five levels of the model, arguing that emotions and emotional regulation at each level can influence effects at other levels, ultimately culminating in the organization’s affective climate.

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Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78714-709-6

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Article
Publication date: 1 August 2002

Pawan Budhwar, Andy Crane, Annette Davies, Rick Delbridge, Tim Edwards, Mahmoud Ezzamel, Lloyd Harris, Emmanuel Ogbonna and Robyn Thomas

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce �…

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Abstract

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.

Details

Management Research News, vol. 25 no. 8/9/10
Type: Research Article
ISSN: 0140-9174

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Book part
Publication date: 24 July 2020

Wayne A. Hochwarter, Ilias Kapoutsis, Samantha L. Jordan, Abdul Karim Khan and Mayowa Babalola

Persistent change has placed considerable pressure on organizations to keep up or fade into obscurity. Firms that remain viable, or even thrive, are staffed with decision-makers…

Abstract

Persistent change has placed considerable pressure on organizations to keep up or fade into obscurity. Firms that remain viable, or even thrive, are staffed with decision-makers who capably steer organizations toward opportunities and away from threats. Accordingly, leadership development has never been more critical. In this chapter, the authors propose that leader development is an inherently dyadic process initiated to communicate formal and informal expectations. The authors focus on the informal component, in the form of organizational politics, as an element of leadership that is critical to employee and company success. The authors advocate that superiors represent the most salient information source for leader development, especially as it relates to political dynamics embedded in work systems. The authors discuss research associated with our conceptualization of dyadic political leader development (DPLD). Specifically, the authors develop DPLD by exploring its conceptual underpinnings as they relate to sensemaking, identity, and social learning theories. Once established, the authors provide a refined discussion of the construct, illustrating its scholarly mechanisms that better explain leader development processes and outcomes. The authors then expand research in the areas of political skill, political will, political knowledge, and political phronesis by embedding our conceptualization of DPLD into a political leadership model. The authors conclude by discussing methodological issues and avenues of future research stemming from the development of DPLD.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-80043-076-1

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Book part
Publication date: 19 December 2017

Christine L. Williams

Professional careers have become more precarious in recent decades. Corporations today engage in downsizing even during profitable times, a practice that impacts workers…

Abstract

Professional careers have become more precarious in recent decades. Corporations today engage in downsizing even during profitable times, a practice that impacts workers throughout the labor force, including those with advanced degrees. Using a case study of women geoscientists in the oil and gas industry, I investigate how the increasing precariousness of professional careers reinforces gender inequality. The compressed cycle of booms and busts in the oil and gas industry permits an investigation into how women fare in precarious professional jobs. Extending gendered organization theory, I argue that three mechanisms are built into professional careers today that enhance women’s vulnerability to layoffs: teamwork, career maps, and networking. I illustrate how these mechanisms disadvantage women with in-depth portraits of three geoscientists who lost their jobs during the recent downturn in oil prices. Their personal narratives, collected over a 3-year period of boom and bust, reveal how a particular multinational corporation is structured in ways that favor the white men who dominate their industry. The rhetoric of diversity obscures the workings of gendered organizations during good times, but when times get tough, management’s decisions about whom to lay off belies the routine practices the reproduce men’s advantages within the industry.

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Precarious Work
Type: Book
ISBN: 978-1-78743-288-8

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Book part
Publication date: 5 February 2016

Steven P. Vallas

In recent years, scholars have engaged in an especially sharp debate about the structural and ideological arrangements on which business organizations rely in their effort to…

Abstract

In recent years, scholars have engaged in an especially sharp debate about the structural and ideological arrangements on which business organizations rely in their effort to control the workers they employ. A key issue is the degree to which workers have retained the ability to resist such controls. In this chapter, I develop a critical analysis of the scholarly debate over domination and resistance at work, in an effort to clarify the tasks facing this field. My argument hinges on three major points. First, I argue that scholars have approached the control/resistance binary largely as a class relationship, thereby neglecting intersecting inequalities such as race, gender, and sexuality, which inevitably complicate or over-determine the forms that worker resistance assumes. Second, I argue that scholars have increasingly fixated on symbolic or discursive influences, privileging them at the expense of the material or structural conditions that shape managerial control and resistance to it. Third, I contend that much of the literature has failed to acknowledge the duality of managerial control – that is, its tendency not only to limit but also to enable resistance from below. These problems, taken together, explain why the debate has so often seemed to pursue a circuitous path, as if it were chasing its own tail. The chapter concludes by discussing the conditions that resistance presupposes, and by speculating about the emergence of novel forms of resistance that might be well suited to an age of flexible accumulation.

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A Gedenkschrift to Randy Hodson: Working with Dignity
Type: Book
ISBN: 978-1-78560-727-1

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Book part
Publication date: 1 June 2018

Teresa Jurado-Guerrero, Jordi M. Monferrer, Carmen Botía-Morillas and Francisco Abril

Most studies on work–life support at workplaces consider work–life balance to be a women’s issue, either explicitly or implicitly. This chapter analyses how fathers who are…

Abstract

Most studies on work–life support at workplaces consider work–life balance to be a women’s issue, either explicitly or implicitly. This chapter analyses how fathers who are involved caregivers are supported or hindered in attaining work–life balance by their workplaces. It explores the following three questions: (1) why fathers value some job adaptations over others compared with mothers; (2) how organizational cultures influence the work–life balance of new fathers and (3) what differences exist across public and private sectors as well as large versus small companies. A qualitative approach with three discussion groups and 22 involved fathers enables us to explore these issues for large companies, public sector workplaces and small businesses. We find that tight time schedules, flextime, telework, schedule control and fully paid nontransferable leaves of absence constitute policies that favor involved fatherhood, while measures without wage replacement generate fear of penalization in the workplace and do not fit the persistent relevance of the provider role. In addition, un-similar supervisors, envy, lack of understanding and gender stereotypes among co-workers and clients constitute cultural barriers at the workplace level. Contrary to our expectations, small businesses may offer a better work–life balance than large companies, while the public sector is not always as family-friendly as assumed.

Details

Fathers, Childcare and Work: Cultures, Practices and Policies
Type: Book
ISBN: 978-1-78743-042-6

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