How stakeholders view stakeholders as CSR motivators
Year: 2013
Type: article
Study design: Observational Study
Abstract: Purpose The purpose of this paper is to investigate perceptions of the relative importance of different stakeholders (owners, employees, customers, non‐governmental organizations (NGOs) and governmental authorities) as agents motivating managers to engage in corporate social responsibility (CSR). The aim is to determine which stakeholders are viewed as key motivators and which the respondents think ought to be key stakeholders. Design/methodology/approach This is an empirical study. Three stakeholder groups – corporate leaders, MSc business students and NGOs – were consulted through a paper survey (n = 264). Findings The findings reveal that the three stakeholder groups roughly agree that owners are the main motivators for managers to pursue CSR, followed by customers, governments, employees and NGOs, in that order. The paper then turned from perceptions of how things are to opinions about how things ought to be, asking who should be the main motivator. In this case, customers moved up to first place, followed by employees, owners, government and NGOs. Age, but not gender, was a significant variable. The older the respondents, the smaller the discrepancy between perceptions of what is and opinions about what ought to be. Research limitations/implications This study was conducted in Norway and generalization is therefore limited. By replicating the study in other countries cultural differences can be investigated. Practical implications The findings are applicable for evaluating different avenues for understanding and influencing managerial and stakeholder CSR behaviour. Originality/value Several studies have concluded that stakeholders are of key importance in the CSR setting. However, few studies so far have compared the perceived relative “power” held by stakeholders. This type of knowledge can provide a key to understanding the development of CSR.
Source: Social Responsibility Journal
Authors: Caroline D. Ditlev‐Simonsen, Fred Wenstøp
Institution: BI Norwegian Business School
Language: English
Subfield: Strategy and Management
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W2039540484