Browsing by Subject "corporate social responsibility"

Now showing 1 - 5 of 5
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    Assessing Arms Makers' Corporate Social Responsibility
    (Springer, 2007) Byrne, Edmund F.
    Corporate social responsibility (CSR) has become a focal point for research aimed at extending business ethics to extra-corporate issues; and as a result many companies now seek to at least appear dedicated to one or another version of CSR. This has not affected the arms industry, however. For this industry has not been discussed in CSR lierature, perhaps because few CSR scholars have questioned this industry's privileged status as an instrument of national sovereignty. But major changes in the organization of political communities call traditional views of sovereignty into question. With these considerations in mind I assess the U.S. arms industryon the basis of CSR requirements regarding the environment, social equity, profitability, and use of political power. I find that this industry fails to meet any of these four CSR requirements. . . . So, I conclude, they should be held responsible for the foreseeable consequences that flow from use of their products, be it via civil liability or responsibility under international human rights standards.
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    COOK MEDICAL MANUFACTURING FACILITY Understanding and tracking impacts of the 38th Street and Sheridan Avenue community collaboration
    (2021) Chambers, Abbey; Guevara, Tom; Klacik, Drew; Martin, Joti K.; Miller, Candace; Rukes, Katie; School of Public and Environmental Affairs
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    Different Drivers: Exploring Employee Involvement in Corporate Philanthropy
    (Springer, 2018) Breeze, Beth; Wiepking, Pamala; Lilly Family School of Philanthropy
    Corporate Philanthropy (CP) is multi-dimensional, differs between sectors and involves both individual and organisational decision-making to achieve business and social goals. However, the CP literature characteristically focuses on strategic decisions made by business leaders and ignores the role of employees, especially those in lower status and lower paid positions. To redress this imbalance, we conducted a qualitative study of employees’ involvement in CP processes in ten workplaces in the South East of England to identify whether and how they are involved in CP decision-making and to capture their perspective on the nature of CP and the benefits generated by such activities. We specifically chose to study workplaces where employees are involved in the actual execution of the CP strategy, prioritising companies with a visible presence on the high street. The results illustrate the benefits of involving employees in CP decision-making, which we argue derives in part from the ‘liminal-like states’ that typify CP activities organised by shop floor staff, involving the temporary overturning of hierarchies, humanising of workplaces and opportunities for lower level staff to prioritise their personal philanthropic preferences and signal their charitable identity to colleagues and customers. Whilst the data also suggest that CP decision-making remains predominantly top-down and driven by profit-oriented goals, we conclude that employees should be involved in choosing charitable causes as well as in designing and implementing workplace fundraising, in order to maximise the advantages of CP for the company and for wider society.
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    A Framework on Mandating Versus Incentivizing Corporate Social Responsibility
    (2015) Ryznar, Margaret; Woody, Karen E.; Robert H. McKinney School of Law
    There are two primary but different methods of controlling behavior, whether it is the behavior of individuals or corporations: to incentivize it or to regulate it. Governments are in a unique position to employ either or both options because of their ability to pass regulatory schemes and to extend tax incentives. This article analyzes the two methods of shaping corporate behavior, examining the regulation issue through the case of the conflict minerals provision of the Dodd Frank Act and examining the taxation issue through several examples of corporate tax incentives. This article contributes to this field of literature by setting out a framework for analyzing the efficacy of regulations and incentives directed at shaping corporate behavior and corporate social responsibility.
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    The Impact of Indirect Corporate Social Performance Signals on Firm Value: Evidence from an Event Study
    (Wiley, 2018-05) Luffarelli, Jonathan; Awaysheh, Amrou; Kelley School of Business - Indianapolis
    Prior research shows that signals sent by institutionalized third parties (i.e. indirect signals) about firms' corporate social performance (CSP) can impact firm value. However, the effects that different types of indirect CSP signals have on firm value have remained largely unexplored. Furthermore, managers often do not fully understand how to communicate CSP effectively. In this article, we operationalize CSP as a multidimensional construct and draw on signalling theory to examine how different types of indirect CSP signals impact firm value. The results of an event study show that institutionalized third parties can play an important role in delivering credible CSP‐related information to the market. Results also demonstrate that the valence (positivity vs. negativity) and content (the specific social domain) of indirect CSP signals are important predictors of the magnitude of market reactions, and that shareholders' responses to the valence and content of indirect CSP signals have substantially changed over time.