The DOI matches its Crossref record; 2 of the 2 references it cites were found in a registry or an index.
Managers' Personal Values as Drivers of Corporate Social Responsibility
Abstract
In this theoretical paper, motives for CSR are considered. An underlying assumption is that the commercial imperative is not the sole driver of CSR decision-making in private sector companies, but that the formal adoption and implementation of CSR by corporations could be associated with the changing personal values of individual managers. These values may find expression through the opportunity to exercise discretion, which may arise in various ways. It is suggested that in so far as CSR initiatives represent individuals' values, so the “responsibility” in evidence is less obviously “corporate.” Our emphasis on personal initiative is intended to counter a tendency to view the corporation as the agent, and may serve to remind us that individuals can, indeed, make a difference.
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Citations
Cites
A Theory of Cognitive Dissonance
Festinger, L. (1957) · doi:10.1515/9781503620766 · Cited by 24,241 · cited 1×
“Is the alignment of personal and organizational values the result of the individuals' rational choice? Or, might it entail a process of dissonance reduction, whereby individuals may change their beliefs and values as a necessary part of the process of resolving the organizational individual value conflicts (Festinger,…”
Does Doing Good Always Lead to Doing Better? Consumer Reactions to Corporate Social Responsibility
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Metadata
- Authors
- Hemingway, C. A., & Maclagan, P. W.
- Venue
- Journal of Business Ethics
- Published
- 2004-03
- Volume
- 50
- Issue
- 1
- Pages
- 33-44
- ISSN
- 0167-4544 (ISSN-L)
- 1573-0697
- OpenAlex
- W2078937354
- Cited by
- 1,492
- References
- 2
- FWCI
- 73.68
- Type
- journal article
- Language
- en
- Open access
- closed
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