Corporate Social Responsibility: A Step towards Fashion or Future?
Author(s)
Manmeet Kaur* (Assistant Professor (Commerce), Govt. College, Kharkhara, Rewari, India) and Rajpal Singh (Professor, Department of Commerce, M. D. University, Rohtak, India), *Corresponding author's Email
Citation
Kaur, Manmeet and Singh, Rajpal (2016), “Corporate Social Responsibility: A Step towards Fashion or Future?”, MERC Global’s International Journal of Management, Vol. 4, Issue 1, pp. 01-05.
Article history
Submitted: October 22, 2015, Revision received: November 09, 2015, Accepted: December 4, 2015
Many studies have been done on corporate social responsibility and these studies explain that there is a positive relation between corporate social responsibility and organisational performance, but there is a need to study to know whether companies are accepting corporate social responsibility as an issue which they have to focus only on their current market environment or they are accepting it as a competitive tool for their future performance also. The aim of this paper is to determine the importance of corporate social responsibility for the performance of an organisation. Further purpose of this study is to know whether the organisations are taking interest in performing their responsibilities to the various parts of the society due to the existence of a cut-throat current competitive environment or they are taking corporate social responsibility as a tool by which they can excel in their field in the future also for a long period. This paper is also an attempt to understand that corporate social responsibility is not only a way to improve the performance of an organisation, but also, it is the way by which an organisation can do better in its future for a long period.
Keywords
Corporate social responsibility, Organisational performance.
References
Aguilera, R. V.; Ruth, D.; Rupp, C. and Williams, J. G. (2007), “Putting the S Back in Corporate Social Responsibility: A Multilevel Theory of Social Change in Organisations”, Academy of Management Review, Vol. 32, pp. 836-863.
Aosa, E. (1992), “An Empirical Investigation of Aspects of Strategy Formulation and Implementation within Large Private Manufacturing Companies in Kenya”, Unpublished PhD Thesis, University of Strathclyde, Glasgow.
Bhattacharya, C. B. and Sen, S. (2003), “Consumer–Company Identification: A Framework for Understanding Consumers’ Relationships with Companies”, Journal of Marketing, Vol. 67, pp. 76-88.
Brown, T. and Dacin, P. (1997), “The Company and the Product: Corporate Associations and Consumer Product Responses”, Journal of Marketing, Vol. 61, pp. 68-84.
Carroll, A. (1979), “A Three-Dimensional Conceptual Model of Corporate Social Performance”, Academy of Management Review, Vol. 4, pp. 497-505.
Carroll, A. B. (1999), “Corporate Social Responsibility: Evolution of a Definitional Construct”, Business & Society, Vol. 38, No.3, pp. 268-295.
Davis, K. (1973), “The Case for and against Business Assumption of Social Responsibilities”, Academy of Management Journal, Vol. 16, pp. 312-323.
Godfrey, P. C. (2004), “The Relationship between Corporate Philanthropy and Shareholder Wealth: A Risk Management Perspective”, Academy of Management Review, Vol. 30, pp. 777-798.
Graves, S. and Waddock, S. (1994), “Institutional Owners and Corporate Social Performance”, Academy of Management Journal, Vol. 37, pp. 1034-1046.
Johnson, G. and Scholes, K. (2002), Exploring Corporate Strategy: Text and Cases, Prentice Hall of India Private Limited, New Delhi.
Kotler, P. (2001), Marketing Management, 10th Edition, Prentice-Hall, Inc, India.
Lichtenstein, D. R.; Minette, E. D. and Bridgette, M. B. (2004), “The Effect of Corporate Social Responsibility on Customer Donations to Corporate-Supported Nonprofits”, Journal of Marketing, Vol. 68, pp. 16-32.
Maignan, I. and Ferrell, O. C. (2001), “Corporate Citizenship as a Marketing Instrument”, European Journal of Marketing, Vol. 35, pp. 457-484.
Maignan, I.; Ferrell, O. C. and Hult, G. T. M. (1999), “Corporate citizenship: cultural antecedents and business benefits”, Journal of the Academy of Marketing Science, 27, pp. 455-469.
McWilliams, A. and Siegel, D. (2000), “Corporate Social Responsibility and Financial Performance: Correlation or Misspecification”, Strategic Management Journal, Vol. 21, pp. 603-609.
McWilliams, A. and Siegel, D. (2001), “Corporate Social Responsibility: A Theory of the Firm Perspective”, Academy of Management Review, Vol. 26, pp. 117-127.
Orlitzky, M.; Schmidt, F. and Rynes, S. (2003), “Corporate Social and Financial Performance: A Meta-Analysis”, Organisation Studies, Vol. 24, pp. 403-441.
Schuler, D. H. and Cording, M. (2006), “A Corporate Social Performance – Corporate Financial Performance Behavioural Model for Consumers”, Academy of Management Review, Vol. 31, pp. 540-559.
Smith, C. N. (2003), “Corporate Social Responsibility: Whether or How”, California Management Review, Vol. 45, No. 4, pp. 52-76.
Waddock, S. and Graves, S. (1997), “The Corporate Social Performance: Financial Performance Link”, Strategic Management Journal, Vol. 18, pp. 303-319.
Wood, D. (1991), “Corporate Social Performance Revisited”, Academy of Management Review, Vol. 16, pp. 691-718.
Wright, M.; Filatotchev, I.; Buck, T. and Bishop, K. (2003), “Is Stakeholder Corporate Governance Appropriate in Russia?”, Journal of Management and Governance, Vol. 7, pp. 263-290.