Abstract
The present study analyzes the key drivers facilitating corporate social responsibility (CSR) practices in large-scale organizations of North-West region of India. Further research is using Carroll’s (Business Horizons, 34, 39–48, 1991) model of CSR responsibility as a basis to develop a strategic framework that demonstrates transition from economic to holistic approach. Carroll’s CSR model focuses on four aspects: economic, legal, ethical, and philanthropic responsibilities. This research has been taken to understand whether there is a transition in Indian large-scale organizations from its primary focus on economic responsibilities (profit maximization) to legal, ethical, and philanthropic responsibilities to adopt holistic approach. Results are indicative of the fact that Indian economy has given considerable importance to social responsibility practices, and clear transition can be observed from economic to holistic approach.
Similar content being viewed by others
References
Adams, C. A. (2002). Internal organizational factors influencing corporate social and ethical reporting: beyond current theorizing. Accounting, Auditing & Accountability Journal, 15(2), 223–250.
Bansal, P., & Roth, K. (2000). Why companies go green: a model of ecological responsiveness. Academy of Management Review, 13(4), 717–736.
Basu, K., & Palazzo, G. (2008). Corporate social responsibility: a process model of sensemaking. The Academy of Management Review, 33(1), 122–136.
Berad, N. R. (2010). Corporate Social Responsibility–Issues and Challenges in India, International Conference on Technology and Business Management. Corporate Social Responsibility Practices in India, Times Foundation, the corporate social responsibility wing of the Bennett, Coleman and CO. Ltd.
Burke, S., & Gaughran, W. F. (2006). Intelligent environmental management for SMEs in manufacturing. Robotics and Computer-Integrated Manufacturing, 22, 566–575.
Carroll, A. B. (1991). The pyramid of corporate social responsibility: toward the moral management of organizational stakeholders. Business Horizons, 34, 39–48.
Chapple, & Moon (2005) Corporate Social Responsibility (CSR) in Asia a seven-country study of CSR web site reporting. Business and Society, 44(4).
Cramer, J., Heijden, A.V., and J. Jonker. (2006). Corporate social responsibility: making sense through thinking and acting. Business Ethics: A European Review, 15(4), 380–389.
Cronbach, L. J. (1951). Coefficient alpha and internal structure of tests. Psychometrika, 16, 297–334.
Crook, C. (2005). The good company. Economist journal, 37, 41–31.
Davis, K. (1973). The case for and against business assumption of social responsibilities. Academy of Management Journal, 16(2), 312–322.
European Commission (2001). Promoting a European framework for corporate social responsibility. Green Paper and COM 366, Brussels.
Friedman, M. (1962). Capitalism and freedom. University of Chicago Press, Chicago.
Friedman, M.S. (1970). The social responsibility of business is to increase profits, New York Times 126.
Krishnan, S.K., Balachandran, R. (2004) Corporate social responsibility as a determinant of market success: an exploratory analysis with special reference to MNCs in emerging markets. At IIM K- NASMEI International Conference.
Lather, A. S. (2007). The case of multinational corporations: their corporate social responsibility in India and back home. Journal of Management and IT, 5(3), 48–64.
Lewicka, A., Strzalecka (2006). Opportunities and limitations of CSR in the post communist countries: polish case. Emerald Group Publishing 6(4), 440–448.
Lewis, S. (2003). Reputation and corporate responsibility. Journal of Communication Management, 7, 356–364.
Lichtenstein, D. R., Drumwright, M. E., & Braig, B. M. (2004). The effect of corporate social responsibility on customer donations to corporate-supported nonprofits. Journal of Marketing, 68, 16–32.
Little, A.D. (2006). The innovation highground - winning tomorrow’s customers using sustainability-driven innovation. Strategic Direction, 22(1).
Linnenluecke, M. K., Russell S. V. & Griffiths, A. (2007). Subcultures and sustainability practices: the impact on understanding corporate sustainability. Business Strategy and the Environment, 18(7), 432–452.
Maignan, I., & Ferrell, O. C. (2004). Corporate social responsibility and marketing: an integrative framework. Journal of the Academy of Marketing Science, 32(1), 3–19.
Manne, H.G., & Wallich, H. C. (1972). The modern corporation and social responsibility. American Enterprise Institute for Public Policy Research, Washington, DC.
Margolis, J.D., & Walsh, J.P. (2003). Misery loves companies: rethinking social initiatives by business. Administrative Science Quarterly, 48, 655–689.
McWilliams, A., & Siegel, D. S. (2001). Corporate social responsibility: a theory of the firm perspective. Academy of Management Review, 26(1), 117–127.
Mintzberg, H. (1983). The case for corporate social responsibility. Journal of Business Strategy, 4(2), 3–15.
Nunnally, J. C. (1978). Psychometric theory (2nd ed.). New York: McGraw-Hill.
O’Dwyer, B. (2003). Conceptions of corporate social responsibility: the nature of managerial capture. Accounting, Auditing & Accountability Journal, 16, 523–557.
Pimenova, P., & van der Vorst, R. (2004). The role of support programs and policies in improving SMEs environmental performance in developed and transition economies. Journal of Cleaner Production, 12(6), 549–559.
Sharma, & Kiran (2012). Corporate social responsibility: driving forces and difficulties faced by companies. Global journal of Finance and Management. 4(4), 43–47.
Silberhorn, D., & Warren, R. C. (2007). Defining corporate social responsibility a view from big companies in Germany and the UK. European Business Review, 19(5), 352–372.
Simons, J. (2008). CSR and management: ethics and morality in human resource management. Journal of Social Responsibility, 4(½), 8–23. Retrieved 2008 From Emerald database.
Wanderley, et al. (2008). CSR information disclosure on the web: a context-based approach analyzing the influence of country of origin and industry sector. Journal of Business Ethics, 82, 369–378.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
About this article
Cite this article
Sharma, A. Key drivers endorsing CSR: a transition from economic to holistic approach. Asian J Bus Ethics 5, 165–184 (2016). https://doi.org/10.1007/s13520-016-0062-6
Published:
Issue Date:
DOI: https://doi.org/10.1007/s13520-016-0062-6