search query: @indexterm Social responsibility / total: 844
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| Author: | Bondy, K. |
| Title: | The paradox of power in CSR: A case study on implementation |
| Journal: | Journal of Business Ethics
2008 : OCT I, VOL. 82:2, p. 307-323 |
| Index terms: | corporate responsibility social responsibility power tourist industry multinational companies case studies United Kingdom |
| Language: | eng |
| Abstract: | This study suggests that the increase in power associated with corporate social responsibility (CSR) can lead to conflict within organizations, resulting in almost complete inactivity on CSR. Based on a single in-depth case study focusing on power as an embedded concept, it is demonstrated how some actors use CSR to improve their own positions within an organization. Resource dependence theory is used to underline reasons why this might be a more significant concern for CSR. Increasing power for CSR has the potential to provide actors with increased personal power, hence possibly attracting opportunistic actors with little interest in realizing the benefits of CSR for the company and its stakeholders. Thus, power can be a barrier for furthering CSR strategy and activities at the individual and organizational level. |
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