DIAGNOSING THE CORPORATE SOCIAL RESPONSIBILITY CULTURE
The contemporary business environment places demands on companies to go beyond economic survival and self-interest and satisfy the needs of various stakeholders. Organizations embark on the path of responsibility and sustainability, but many argue that CSR becomes embedded in an organization when it...
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| Format: | Article |
| Language: | English |
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Faculty of Economics and Business in Osijek
2015-12-01
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| Series: | Ekonomski Vjesnik |
| Subjects: | |
| Online Access: | http://hrcak.srce.hr/file/221352 |
| _version_ | 1797332382959796224 |
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| author | Žana Prutina |
| author_facet | Žana Prutina |
| author_sort | Žana Prutina |
| collection | DOAJ |
| description | The contemporary business environment places demands on companies to go beyond economic survival and self-interest and satisfy the needs of various stakeholders. Organizations embark on the path of responsibility and sustainability, but many argue that CSR becomes embedded in an organization when it permeates all aspects of organization, including the organizational culture. Existing organizational culture typologies only provide the framework for analysis within the traditional business paradigm, but they are of limited use in the context of corporate social responsibility. After the analysis of major scholarship in the field, this paper defines CSR culture and identifies four types of organizational cultures based on companies’ CSR orientations, namely CSR-related values and strategy. In order to fully embed CSR culture, CSR has to be both strategic and value driven. This paper explores different CSR orientations and makes recommendations needed in order to achieve the desired state. Furthermore, through exploratory factor analysis, it identifies two cultural elements, CSR values and employee engagement in CSR, which indicate the existence of CSR culture. Identification of these cultural elements is intended to help in analyzing the direct and indirect effect of CSR culture on organizational outcomes, especially employee attitudinal and behavioral outcomes. |
| first_indexed | 2024-03-08T07:48:21Z |
| format | Article |
| id | doaj.art-f4c80d3ddd304b1081d5ca3ec6c7dad4 |
| institution | Directory Open Access Journal |
| issn | 0353-359X 1847-2206 |
| language | English |
| last_indexed | 2024-03-08T07:48:21Z |
| publishDate | 2015-12-01 |
| publisher | Faculty of Economics and Business in Osijek |
| record_format | Article |
| series | Ekonomski Vjesnik |
| spelling | doaj.art-f4c80d3ddd304b1081d5ca3ec6c7dad42024-02-02T15:24:50ZengFaculty of Economics and Business in OsijekEkonomski Vjesnik0353-359X1847-22062015-12-01282441456DIAGNOSING THE CORPORATE SOCIAL RESPONSIBILITY CULTUREŽana Prutina0University of Sarajevo School of Science and Technology, Sarajevo, Bosnia and HerzegovinaThe contemporary business environment places demands on companies to go beyond economic survival and self-interest and satisfy the needs of various stakeholders. Organizations embark on the path of responsibility and sustainability, but many argue that CSR becomes embedded in an organization when it permeates all aspects of organization, including the organizational culture. Existing organizational culture typologies only provide the framework for analysis within the traditional business paradigm, but they are of limited use in the context of corporate social responsibility. After the analysis of major scholarship in the field, this paper defines CSR culture and identifies four types of organizational cultures based on companies’ CSR orientations, namely CSR-related values and strategy. In order to fully embed CSR culture, CSR has to be both strategic and value driven. This paper explores different CSR orientations and makes recommendations needed in order to achieve the desired state. Furthermore, through exploratory factor analysis, it identifies two cultural elements, CSR values and employee engagement in CSR, which indicate the existence of CSR culture. Identification of these cultural elements is intended to help in analyzing the direct and indirect effect of CSR culture on organizational outcomes, especially employee attitudinal and behavioral outcomes.http://hrcak.srce.hr/file/221352corporate social responsibilityorganizational culturestrategyvaluesemployee engagement |
| spellingShingle | Žana Prutina DIAGNOSING THE CORPORATE SOCIAL RESPONSIBILITY CULTURE Ekonomski Vjesnik corporate social responsibility organizational culture strategy values employee engagement |
| title | DIAGNOSING THE CORPORATE SOCIAL RESPONSIBILITY CULTURE |
| title_full | DIAGNOSING THE CORPORATE SOCIAL RESPONSIBILITY CULTURE |
| title_fullStr | DIAGNOSING THE CORPORATE SOCIAL RESPONSIBILITY CULTURE |
| title_full_unstemmed | DIAGNOSING THE CORPORATE SOCIAL RESPONSIBILITY CULTURE |
| title_short | DIAGNOSING THE CORPORATE SOCIAL RESPONSIBILITY CULTURE |
| title_sort | diagnosing the corporate social responsibility culture |
| topic | corporate social responsibility organizational culture strategy values employee engagement |
| url | http://hrcak.srce.hr/file/221352 |
| work_keys_str_mv | AT zanaprutina diagnosingthecorporatesocialresponsibilityculture |