CSR, Cultural Change and Employees: Strategic Choices
Suzanne Young, La Trobe University, [email protected]
Timothy Marjoribanks, La Trobe University, [email protected]
Geoffrey Durden, La Trobe University, [email protected]
Swati Nagpal, La Trobe University, [email protected]
A number of authors have been critical of Corporate Social Responsibility (CSR)
based on its managerialist, and fundamentally instrumental conceptualization (See
Cassell & Lee 2011; Denison 1996; Parker 2002; Scherer & Palazzo 2007).
Moreover, employees are rarely engaged in the development of CSR strategy, and are
seen as recipients of CSR rather than active participants in its delivery (Barker,
Ingesoll & Teal 2013; Jones, Marshall & Mitchell 2007; Muthuri, Matten & Moon
2009; Young 2013; Young & Thyil 2009).
Further, CSR is closely linked to cultural change within organisations, particularly in
relation to the need for cultural change as a precursor for effective CSR
implementation (Grant 2012; Jones, Phelps, Bigley 2007, Maon, Lindgreen & Swaen,
2010). However, there is a dearth of research into the effect that CSR implementation
has ex-post on shaping a new set of cultural norms and values.
Thus, the aim of this research is to explore the role employee involvement in CSR
activities has on organisational culture.
A qualitative research methodology was adopted, involving a detailed case-study
analysis of an Australian wine producer where interviews were held with 20 senior
managers. The key driver for CSR within this organisation is based on the public
perception of alcohol as a health and safety risk to society, which forms the basis for
employee CSR programs focused on the responsible consumption of alcohol and
volunteering.
By drawing on the ‘stakeholder culture’ continuum developed by Jones, Felps &
Bigley (2007), we argue that employee involvement in CSR activities can lead to
changes in organisational culture, from self-interest to greater concern for society.
Further, we propose that this cultural change has the potential to affect positive
change outside organisational boundaries. Through the analysis of employees as
central actors in CSR strategy development and implementation, these propositions
offer novel insights for practitioners and researchers in moving beyond normative and
instrumental views of CSR.
References:
1
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