MODELLIN CSR : HOW MANAGERS UNDERSTAND RESPONSIBILITIES OF BUSINESS TOWARDS SOCIETY

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Résumé en anglais du texte suivant : MODELLIN CSR : HOW MANAGERS UNDERSTAND RESPONSIBILITIES OF BUSINESS TOWARDS SOCIETY

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[...] In fact, it reveals that managers are, most of the time, occupied with responsibilities that are closely related to the operations of the firm. Broader issues like human rights, HIV, hunger, poverty reduction are not taken into account even though they could be integrated in the scope of CSR (see figure 1.). What is more, it also reveals a close connection of the manager's views with the shareholders and stakeholder's views. In fact, managers tend to adopt a perspective mostly passive facing those issues, adopting solutions closer to the "do no harm" posture than "positive force" posture. [...]

[...] The article especially highlights a series of studies produced by other researchers especially on the active support of managers on CSR issues. The article and the research is divided on three main sections: Methodology The methodology used for this model especially highlights the issues related to data integrity and data collection. In fact, the survey was carried out between 2005 and 2007 but showed, first, a significant difference of answers depending on the company. If the overall response rate was of 37.50%, this rate could vary from 20 to 80% depending on the company. [...]

[...] This especially required a adaptation of the pre-existing frameworks. Targeted Coding, which consist, in that case, on focusing on the terminology used by those managers in order to detect issues almost most rarely targeted by the managers. Sorting, grouping and modelling: This last step mostly consists on analyzing the data and finding modeling possibilities on it. What responsibilities matter to managers The following piece of the article especially highlight the results of the data completion and analysis. In fact, some first conclusions can be drawn from the surveys. [...]

[...] Product issues are the second way most used by managers when talking about CSR. This is especially used by managers as product quality is, at the same time, a marketing tool, especially in health care firms. Customer and end-user care is the third element brought up by managers. On that topic, the reasons developed are essentially the same as the previous one. Employee issues is the following topic most often brought by managers. Ensuring a safe and healthy workplace is often a key priority for those managers. [...]

[...] Shareholders and Stakeholders: This element is brought up by some managers as they consider that the CSR applies also (and maybe mostly?) to shareholders. It is an interesting point of view as it describes that shareholder's interest are aligned with the employees and the company's one which may be true, but is often the case but only on different time horizons. A practitioner-based model of CSR The model developed by Pedersen has brought some new perspectives on the perception of CSR by managers. One of the key conclusions concerns the scope of social responsibilities. [...]