Although previous studies have highlighted the importance of implementing corporate entrepreneurship to foster innovation within organizations, little emphasis has been placed on examining the ...concept from a change management perspective. In an attempt to bridge this gap, the current study aims at understanding the mechanisms and tools that top managers can use in order to involve internal stakeholders in driving a change process to adopt a corporate entrepreneurship strategy. The paper discusses the findings that emerged from an exploratory study carried out within “Poult”, a French biscuit manufacturer, which has embarked on an organization-wide effort to instil a culture of corporate entrepreneurship. The findings are examined in the context of stakeholder theory and Kotter's (1996) change model with a focus on the importance of internal marketing strategy during the change process. The contribution of managerial and organizational mechanisms towards fostering corporate entrepreneurship are highlighted.
Full text
Available for:
GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
The role of individuals in corporate social responsibility (CSR), or micro-CSR, has garnered increasing scholarly attention. This emphasis of this research is on internal stakeholders (i.e., ...employees) who design, implement, and structure CSR activities. While theoretically internal stakeholders contain multiple sub-categories of employees (e.g., top management, middle-level managers, or lower-level employees), extant micro-CSR literature has taken a homogenous view of internal stakeholders – that is, it ignores the critical hierarchical and socio-psychological differences among employees. To provide a comprehensive view of micro-CSR scholarship, we employ a novel computational literature review design to analyse the abstracts of 461 research articles published between 1970 and 2021. Our further in-depth analysis of 190 representative papers unravels how micro-CSR research is fragmented and clustered across four sub-fields within management sciences – organisational behaviour, human resource management, corporate governance, and leadership. Building on an identity heterogeneity view of internal stakeholders, we propose a comprehensive research agenda to advance micro-CSR research.
Full text
Available for:
GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
Purpose
The purpose of this paper is to better understand the voice of the internal stakeholder in a way that emphasizes the internal stakeholder as an active force and decision maker in brand ...co-creation, as part of the new emerging paradigm of internal branding. The main aim is to understand the active role of volunteers in internal branding that is in the co-creation of value. A subsidiary aim is to understand why some volunteers engage deeply and seriously in a nonprofit organization while other volunteers seem less connected?
Design/methodology/approach
A conceptual framework incorporates several motivators to volunteer-led co-creation. A quantitative, co-variance-based structural equation modelling approach is used on survey data of a sample of 357 volunteers from 14 organizations in the Australian nonprofit sector.
Findings
The research findings contribute to the newly emerging internal branding literature focusing on the active co-creation role of internal stakeholders. The main drivers of volunteer co-creation are volunteer engagement, commitment, altruism, values-congruency and brand reputation. Different explanatory mechanisms/motivators apply to each type of volunteer-led co-creation. In a major initiative, the paper demonstrates linkages across the different types of co-creation, with a foundation/pivotal role for one particular type of co-creation, namely, enhanced client-based solutions.
Research limitations/implications
The research is restricted to the public sector and further research is needed to test applicability to the private sector. Future studies could continue the initiative in the current study to explore the linkages across co-creation types.
Practical implications
Implications depend on which type of co-creation is targeted. Enhancing client-based solutions co-creation requires a very strong role for engaged volunteers. Innovation co-creation requires both engaged volunteers and a propensity to co-create by enhancing client-based solutions. Brand advocacy co-creation is driven by volunteer commitment, altruism and a propensity to co-create innovation.
Social implications
A non-profit context ensures major social implications.
Originality/value
The study operationalizes the Saleem and Iglesias (2016) new internal branding paradigm framework by demonstrating that brands are built organically by interacting and engaging with internal stakeholders (volunteers in this instance), which, in turn, inter alia, motivates co-creation by such internal stakeholders.
Internal corporate social responsibility (CSR) has become an essential part of organizations' social responsibility. Yet, to date, CSR's internal dimension has been widely neglected in the ...literature. This paper empirically explores the concept of internal CSR and its relationship to employees' affective and normative organizational commitment. For conceptualizing internal CSR, seven factors are theoretically derived based on social exchange theory. The research model is initially tested through a pre-test consisting of 386 respondents from a German company active in the renewable energy sector. The main survey is carried out in an international pharmaceutical company, resulting in 2081 employee responses. The results reveal that the relevant factors constituting internal CSR are present and that the latter has a strong effect on employees' affective organizational commitment and a comparatively low effect on normative organizational commitment. Furthermore, a mediating role of affective on normative organizational commitment is detected.
Full text
Available for:
BFBNIB, IZUM, KILJ, NUK, PILJ, SAZU, UL, UM, UPUK
Natural-hazard crises generate much uncertainty among individuals, organizations, and communities. As feelings of uncertainty grow, individuals experience higher levels of stress and negative impacts ...to their psychological well-being. People desperately seek information and guidance on what to do and expect, along with how to adapt when faced with crises. While crisis-response organizations are key information disseminators, individuals also seek information from non-crisis-response organizations such as places where they work, volunteer, attend school, or worship. As the frequency of natural-hazard crises increases, so do the expectations of non-crisis-response organizations as valuable information sources.
However, there is limited research on the information needs of internal stakeholders and the adequacy of the information provided. In this paper, a new reliable and valid scale, Crisis Information Needs and Adequacy for Internal Stakeholders (CINA-IS) is introduced. Three studies to develop and test this scale are described in detail. This 6-item, one-factor scale can be used to assess the adequacy of the information provided during a crisis from the perspective of internal stakeholders. Organizations and those who study them are encouraged to use this scale to improve internal crisis communication. Adequately meeting internal stakeholders' information needs has the potential to help reduce uncertainty and negative psychological impacts on an organizations’ most important asset – its people.
Full text
Available for:
GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
Are stakeholder management and innovation substitutes or complements in affecting firm performance? Extant research provides support for both positions and thus leaves us with a puzzle. We conduct an ...exploratory fuzzy set qualitative comparative analysis (fsQCA) of 204 publicly listed European firms combining survey and archival data to formulate theory on how stakeholder management and innovation work (in)effectively together. Distinguishing between internal and external stakeholders and exploitative and exploratory innovation, we elaborate that managing for stakeholders and innovation can be both substitutes and complements depending on a set of contingencies. We discuss boundary conditions and implications for future research.
Full text
Available for:
BFBNIB, FZAB, GIS, IJS, KILJ, NUK, OILJ, SAZU, SBCE, SBMB, UKNU, UL, UM, UPUK
Full text
Available for:
BFBNIB, FZAB, GIS, IJS, KILJ, NLZOH, NUK, OILJ, SBCE, SBMB, UL, UM, UPUK
8.
Employees' response to corporate greenwashing Robertson, Jennifer L.; Montgomery, A. Wren; Ozbilir, Timur
Business strategy and the environment,
11/2023, Volume:
32, Issue:
7
Journal Article
Peer reviewed
Open access
Abstract
Research on corporate greenwashing has expanded rapidly in recent years. At the same time, emerging studies in related literatures have found that employees are seeking out firms that are ...social and environmental leaders, and employee activism within firms is growing. However, the effect of firms' exaggeration and misrepresentation of environmental claims, or greenwashing, on their own employees has been overlooked. Accordingly, we investigate greenwashing from an organizational psychology lens, exploring the impact it can have on employees, and whether these effects differ for different types of employees. Using data collected at three separate time points from a sample of employees educated in environmental science/sustainability, our results show that greenwashing was positively related to perceptions of corporate hypocrisy, which in turn, resulted in higher turnover intentions. We also found that these relationships were moderated by employees' level of environmental education. By uncovering the deleterious effects greenwashing can have for employees, and by extension for their employers, these findings generate insights into the extent to which corporate environmental communications can backfire.
Full text
Available for:
BFBNIB, FZAB, GIS, IJS, KILJ, NLZOH, NUK, OILJ, SBCE, SBMB, UL, UM, UPUK
Abstract
Corporate social responsibility (CSR) can contribute to the triple bottom line of economic, social and environmental performance in organizations. However, the relationship between CSR, ...employee health and well-being has not been frequently assessed despite an increased awareness that this relationship can contribute to sustainable workplaces. To identify studies addressing the relationship between CSR and employee health and well-being within the EuCIropean context, we conducted a systematic literature search using Web of Science and Medline. Of the 60 articles screened for inclusion, 16 were retained. The results suggest that the majority (n = 14) of the identified studies aimed to understand the impact of CSR strategies on employees’ job satisfaction. None of the studies investigated the relationship between internal CSR and physical health. There was no clarity in the measurement of either internal CSR or the extent to which it affected employee outcomes. There is a need for consensus on measurement of internal CSR and of the health and well-being-related outcomes. Public health and occupational health researchers should be part of the discussion on the potential role of CSR in physical and psychological health outcomes beyond job satisfaction.
Purpose
The study explores the current research trends within the responsible leadership (RL) domain and proposes a future research agenda by conducting an extensive review of past research. The ...study aims to understand recent developments in theories, constructs and contexts in RL literature.
Design/methodology/approach
Scopus database is used for the data collection on RL and patterns from 1998–2022. In total, 138 articles were covered for a systematic literature review (SLR) of RL behaviors. Further, the search was extended, and 109 more articles were included for bibliometric analysis of RL using R software. In total, 247 papers were reviewed.
Findings
The results present the consequences and antecedents of RL behaviors with external and internal stakeholders. Literature also indicates that researchers are more attentive to empirical studies with internal stakeholders, such as responsible leaders' impact on employee outcomes. Among theories, stakeholder theory's normative integrative and instrumental perspectives are used with RL.
Research limitations/implications
The first limitation of the study is that this study collected data only from the Scopus database and the choice of language was English. Future studies may use other databases, languages and keywords. Instrumental and integrative RL behavioral styles would help balance organizations' financial and social goals.
Originality/value
This research enhances the literature on RL by combining content and bibliometric analysis to develop a more systematic and comprehensive understanding of integrative and instrumental leadership behaviors.
PDF
