RT Article
T1 CSR Implementation: Developing the Capacity for Collective Action
JF Journal of business ethics
VO 85
IS 2
SP 463
OP 477
A1 Rama, Dasaratha
A1 Milano, Bernard J.
A1 Salas, Silvia
A1 Liu, Che Hung
A2 Milano, Bernard J.
A2 Salas, Silvia
A2 Liu, Che Hung
LA English
YR 2009
UL https://ixtheo.de/Record/1785633546
AB This article examines capacity development for collective action and institutional change through the implementation of Corporate Social Responsibility (CSR) initiatives. We integrate Hargrave and Van de Ven’s (2006, Academy of Management Review 31(4), 864–888) Collective Action Model with capacity development literature to develop a framework that can be used to clarify the nature of CSR involvement in capacity development, help identify alternative CSR response options, consider expected impacts of these options on stakeholders, and highlight trade-offs across alternative CSR investments. Our framework encompasses CSR program investments in the capacities of individuals, organizations, and collaborations, as also their impact on the larger enabling environment. We then use this framework to provide descriptive evidence of two implementations: (1) The PhD Project, whose mission is to increase the diversity of corporate America by increasing the diversity of business school faculty, and (2) Involve, the community involvement program at KPMG, one of the Big Four Accounting firms. We discuss implications of our framework for managerial practice and future research.
K1 organizational capacity
K1 collaborative capacity
K1 enabling environment
K1 Corporate Citizenship
K1 Collective Action
K1 Corporate social responsibility implementation
K1 capacity development
DO 10.1007/s10551-008-9737-9