5.00
Hdl Handle:
http://hdl.handle.net/10547/335909
Title:
Dynamic capabilities for CSR management: towards identifying common processes
Authors:
Wu, Qiang; He, Qile; Duan, Yanqing
Abstract:
Purpose – The objective of this paper is to address the question whether and how firms can follow a standard management process to cope with emerging corporate social responsibility (CSR) challenges? Both researchers and practitioners have paid increasing attention to the question because of the rapidly evolving CSR expectations of stakeholders and the limited diffusion of CSR standardization. The question was addressed by developing a theoretical framework to explain how dynamic capabilities can contribute to effective CSR management. Design/methodology/approach – Based on 64 world-leading companies’ contemporary CSR reports, we carried out a large-scale content analysis to identify and examine the common organizational processes involved in CSR management and the dynamic capabilities underpinning those management processes. Findings – Drawing on the dynamic capabilities perspective, we demonstrate how the deployment of three dynamic capabilities for CSR management, namely, scanning, sensing and reconfiguration capabilities can help firms to meet emerging CSR requirements by following a set of common management processes. The findings demonstrate that what is more important in CSR standardization is the identification and development of the underlying dynamic capabilities and the related organizational processes and routines, rather than the detailed operational activities. Originality/value – Our study is an early attempt to examine the fundamental organizational capabilities and processes involved in CSR management from the dynamic capabilities perspective. Our research findings contribute to CSR standardization literature by providing a new theoretical perspective to better understand the capabilities enabling common CSR management processes.
Affiliation:
University of Bedfordshire
Citation:
Wu, Q., He, Q., Duan, Y. (2014) 'Dynamic capabilities for CSR management: towards identifying common processes' Society and Business Review, Vol. 9 Iss: 3, pp.276 - 297
Publisher:
Emerald Group Publishing Limited
Journal:
Society and Business Review
Issue Date:
2014
URI:
http://hdl.handle.net/10547/335909
DOI:
10.1108/SBR-01-2013-0010
Additional Links:
http://www.emeraldinsight.com/doi/abs/10.1108/SBR-01-2013-0010
Type:
Article
Language:
en
Appears in Collections:
Business and Information Systems Research Centre (BISC)

Full metadata record

DC FieldValue Language
dc.contributor.authorWu, Qiangen
dc.contributor.authorHe, Qileen
dc.contributor.authorDuan, Yanqingen
dc.date.accessioned2014-11-21T10:33:07Zen
dc.date.available2014-11-21T10:33:07Zen
dc.date.issued2014en
dc.identifier.citationWu, Q., He, Q., Duan, Y. (2014) 'Dynamic capabilities for CSR management: towards identifying common processes' Society and Business Review, Vol. 9 Iss: 3, pp.276 - 297en
dc.identifier.doi10.1108/SBR-01-2013-0010en
dc.identifier.urihttp://hdl.handle.net/10547/335909en
dc.description.abstractPurpose – The objective of this paper is to address the question whether and how firms can follow a standard management process to cope with emerging corporate social responsibility (CSR) challenges? Both researchers and practitioners have paid increasing attention to the question because of the rapidly evolving CSR expectations of stakeholders and the limited diffusion of CSR standardization. The question was addressed by developing a theoretical framework to explain how dynamic capabilities can contribute to effective CSR management. Design/methodology/approach – Based on 64 world-leading companies’ contemporary CSR reports, we carried out a large-scale content analysis to identify and examine the common organizational processes involved in CSR management and the dynamic capabilities underpinning those management processes. Findings – Drawing on the dynamic capabilities perspective, we demonstrate how the deployment of three dynamic capabilities for CSR management, namely, scanning, sensing and reconfiguration capabilities can help firms to meet emerging CSR requirements by following a set of common management processes. The findings demonstrate that what is more important in CSR standardization is the identification and development of the underlying dynamic capabilities and the related organizational processes and routines, rather than the detailed operational activities. Originality/value – Our study is an early attempt to examine the fundamental organizational capabilities and processes involved in CSR management from the dynamic capabilities perspective. Our research findings contribute to CSR standardization literature by providing a new theoretical perspective to better understand the capabilities enabling common CSR management processes.en
dc.language.isoenen
dc.publisherEmerald Group Publishing Limiteden
dc.relation.urlhttp://www.emeraldinsight.com/doi/abs/10.1108/SBR-01-2013-0010en
dc.subjectN100 Business studiesen
dc.subjectdynamic capabilitiesen
dc.subjectCSR reporten
dc.subjectCSR managementen
dc.subjectcorporate sustainable developmenten
dc.titleDynamic capabilities for CSR management: towards identifying common processesen
dc.typeArticleen
dc.contributor.departmentUniversity of Bedfordshireen
dc.identifier.journalSociety and Business Reviewen
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