Abstract
This chapter studies the relationship between corporate social responsibility (CSR) motivations and CSR actions in 25 selected teaching cases, especially in the light of the distinction between family and non-family enterprises. A literature-based research framework is developed to classify the research findings and support a direct and easier identification of the resulting patterns emerging from our study. A cross-case analysis allows us to point out not only the evidence of the behavioural practices adopted by firms, but also of the causal link between the CSR motivations and actions, identifying four main emerging patterns in the behaviour of firms investing in CSR.
Keywords
- Corporate Social Responsibility
- Family Firm
- Family Business
- Social Initiative
- Corporate Social Responsibility Action
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsReferences
Adams, J., Taschian, A., & Shore, T. (1996). Ethics in family and nonfamily owned firms: an exploratory study. Family Business Review, 9, 157–170.
Anderson, R. C., & Reeb, D. M. (2003). Founding-family ownership and firm performance: evidence from the S&P 500. Journal of Finance, 58(3), 1301–1327.
Astrachan, J. H., & Shanker, M. C. (2003). Family businesses’ contribution to the U.S. economy: a closer look. Family Business Review, 16(3), 211–219.
Baron, D. P. (2001). Private politics, corporate social responsibility, and integrated strategy. Journal of Economics and Management Strategy, 10(1), 7–45.
Brønn, P. S., & Vidaver-Cohen, D. (2009). Corporate motives for social initiative: legitimacy, sustainability, or the bottom line? Journal of Business Ethics, 87, 91–109.
Buehler, V. M., & Shetty, Y. K. (1976). Managerial response to social responsibility challenge. Academy of Management Journal, 19(1), 66–78.
Campbell, J. L. (2007). Why would corporations behave in socially responsible ways? An institutional theory of corporate social responsibility. Academy of Management Review, 32(3), 946–967.
Campopiano, G., De Massis, A., & Cassia, L. (2012a). The relationship between motivations and actions in corporate social responsibility: an exploratory study. International Journal of Business & Society, 13(3), 391–425.
Campopiano, G., De Massis, A. & Cassia, L. (2012b). Corporate social responsibility: A survey among SMEs in Bergamo. Procedia—Social and Behavioral Sciences, 62 (24), 325–341.
Carroll, A. B. (1979). A three-dimensional model of corporate performance. Academy of Management Review, 4, 497–505.
Carroll, A. B. (1999). Corporate social responsibility: evolution of a definitional construct. Business & Society, 38(3), 268–295.
Clarkson, M. B. E. (1995). A stakeholder framework for analyzing and evaluating corporate social performance. Academy of Management Review, 20(1), 92–117.
Chua, J. H., Chrisman, J. J., & Sharma, P. (1999). Defining the family business by behaviour. Entrepreneurship: Theory and Practice, 23 (4), 19–39.
Davis, K. (1973). The case for and against business assumption of social responsibilities. Academy of Management Journal, 16(2), 312–322.
De Massis, A., Sharma, P., Chua, J. H., & Chrisman, J. J. (2012). Family business studies: an annotated bibliography. Northampton: Edward Elgar.
Dees, G. (1998). Enterprising nonprofits. Harvard Business Review, 76, 55–67.
la Cruz, De, Déniz Déniz, M., & Cabrera Suárez, K. (2005). Corporate social responsibility and family business in Spain. Journal of Business Ethics, 56, 27–41.
De Massis, A., Kotlar, J., Campopiano, G., & Cassia, L. (2013).The impact of family involvement on SMEs’ performance: theory and evidence. Journal of Small Business Management, forthcoming (in press).
Ditlev-Simonsen, C. D., & Midttun, A. (2011). What motivates managers to pursue corporate responsibility? A survey among key stakeholders. Corporate Social Responsibility and Environmental Management, 18, 25–38.
Dunn, B. (1996). Family enterprises in the UK: a special sector? Family Business Review, 9(2), 139–155.
Dyer, W. G. (2003). The family: the missing variable in organizational research. Entrepreneurship Theory and Practice, 27(4), 401–415.
Dyer, W. G., & Whetten, D. A. (2006). Family firms and social responsibility: preliminary evidence from the S&P 500. Entrepreneurship Theory and Practice, 30, 785–802.
Eisenhardt, K. M. (1989). Building theory from case study research. Academy of Management Review, 14(4), 532–550.
Freeman, R. E. (1984). Strategic management: A stakeholder perspective. Boston: Pitman/Ballinger.
Frey, B. S., & Jegen, R. (2001). Motivation crowding theory. Journal of Economic Surveys, 15, 589–611.
Friedman, M. (1970). The social responsibility of business is to increase its profits. New York Times Magazine, September 13, 32–33.
Fukuyama, F. (1995). Trust: The social virtues and the creation of prosperity. New York: Free Press.
Graafland, J. J., Eijffinger, S. C. W., & Smid, H. (2004). Benchmarking of corporate social responsibility: methodological problems and robustness. Journal of Business Ethics, 53, 137–152.
Graafland, J. J., & van de Ven, B. (2006). Strategic and moral motivation for corporate social responsibility. Journal of Corporate Citizenship, 22, 111–123.
Graafland, J. J., Kaptein, M., & Mazereeuw, C. (2010). Motives of socially responsible business conduct (Tilburg University Center discussion paper, 74), 1–23.
Kanji, G. K., & Chopra, P. K. (2010). Corporate social responsibility in a global economy. Total Quality Management, 21(2), 119–143.
La Porta, R., Lopez-de-Silanes, F., Shleifer, A., & Vishny, R. (1999). Corporate ownership around the world. Journal of Finance, 54(2), 471–517.
Lamberti, L., & Lettieri, E. (2011). Gaining legitimacy in converging industries: evidence from the emerging market of functional food. European Management Journal, 29(6), 462–475.
Mahto, R. V., Davis, P. S., Pearce, I. J. A., & Robinson, R. B. (2010). Satisfaction with firm performance in family businesses. Entrepreneurship Theory and Practice, 34(5), 985–1001.
McWilliams, A., & Siegel, D. S. (2001). Corporate social responsibility: a theory of the firm perspective. Academy of Management Review, 26(1), 117–127.
McWilliams, A., & Wright, P. M. (2006). Corporate social responsibility: strategic implications. Journal of Management Studies, 43(1), 1–18.
Miles, M. B., & Huberman, A. M. (1984). Qualitative Data Analysis. Newbury Park: SAGE.
Niehm, L. S., Swinney, J., & Miller, N. J. (2008). Community social responsibility and its consequences for family business performance. Journal of Small Business Management, 46(3), 331–350.
Székely, F., & Knirsch, M. (2005). Responsible leadership and corporate social responsibility: metrics for sustainable performance. European Management Journal, 23(6), 628–647.
Snider, J., Hill, R. P., & Martin, D. (2003). Corporate social responsibility in the 21st century: a view from the world’s most successful firms. Journal of Business Ethics, 48, 175–187.
Uhlaner, L., Van Goor-Balk, A., & Masurel, E. (2004). Family business and corporate social responsibility in a sample of Dutch firms. Journal of Small Business and Enterprise Development, 11, 186–194.
Villalonga, B., & Amit, R. (2006). How do family ownership, control and management affect firm value? Journal of Financial Economics, 80(2), 385–417.
Vogel, D. (1992). The globalization of business ethics: why America remains distinctive. California Management Review, 35(1), 30–49.
Vyakarnam, S., Bailey, A., Myers, A., & Burnett, D. (1997). Towards an understanding of ethical behaviour in small firms. Journal of Business Ethics, 16(15), 1625–1637.
Wartick, S. L., & Cochran, P. L. (1985). The evolution of the corporate social performance model. Academy of Management Review, 4, 758–769.
Weber, M. (2008). The business case for corporate social responsibility: a company-level measurement approach for CSR. European Management Journal, 26, 247–261.
Wolcott, H. F. (1994). Transforming qualitative data: description, analysis, interpretation. Thousand Oaks: SAGE.
Yin, R. K. (2003). Case study research: design and methods. Thousand Oaks: SAGE.
Zellweger, T. (2007). Time horizon, costs of equity capital, and generic investment strategies of firms. Family Business Review, 20(1), 1–15.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Appendices
Appendix 6.1 The sample firms
Firm | Year founded | Sector | No. of employees | Revenue | Main market |
---|---|---|---|---|---|
Ben and Jerry’s | 1977 | Ice cream products and packaging | 163,000 (2009) | €39.8 billion (2009) | International |
The body shop | 1976 | Cosmetics | 67,500 (2009) | €17.5 billion (2009) | International |
CANTV | 1930 | Telecoms and ISP | 9,800 (2007) | $1.662 million (2007) | National (Venezuela) |
Coronilla | 1972 | Food products | 134 (2009) | $1 million (2009) | International |
CSU-CCA group | 1960 | Retail, food and agricultural operations, financial services | 9,500 (2003) | $830 million (2003) | Central America (Nicaragua and Costa Rica) |
Groupe Danone | 1919 | Food products and beverages | 80,000 (2009) | €15 billion (2009) | International |
Esquel group | 1978 | Apparel | 47,000 (2009) | $500 million (2009) | International |
ExxonMobil corporation | 1999 | Oil and gas | 88,300 (2009) | $425.7 billion (2009) | International |
Ford | 1903 | Motor vehicle production | 213,000 (2008) | $118.3 billion (2009) | International |
Grupo Bimbo | 1945 | Food products (baking) | 102,000 (2009) | $8.603 million (2009) | International |
HP | 1938 | IT, hardware and software, consultancy | 310,000 (2009) | $126 billion (2010) | International |
Kimberly-Clark | 1872 | Paper manufacturing | 55,000 (2006) | $16.75 billion (2006) | International |
MAS holdings | 1986 | Apparel | 40,700 (2006) | $700 million (2006) | International |
Miguel torres | 1870 | Beverages | n.a. | n.a. | International |
Nike | 1972 | Apparel | 26,700 (2006) | $19.2 billion (2009) | International |
Pantaleon | 1849 | Sugar | 12,000 (2004) | $109.640 million (2004) | Central America (Guatemala and Nicaragua) |
Polartec | 1906 | Wholesale textiles | 3,200 (1995) | $425 million (1995) | International |
Shaklee | 1956 | Weight-management products, nutritional supplements, beauty products, household products | 750,000 | $148.7 billion (2007) | International |
Shell | 1907 | Oil and gas | 112,000 (2009) | $458.3 billion (2009) | International |
SK telecom | 1984 | Wireless telecoms | 30,000 (2009) | $83.5 billion (2009) | International |
Starbucks corporation | 1971 | Coffeehouse chain | 130,000 (2009) | $9.8 billion (2009) | International |
Swire Beverages | 1987 | Beverage bottling and distribution | 127,800 (2009) | $753 million (2009) | Asia (Mainland China and Hong Kong) |
Tata group | 1868 | IT, communications, engineering, materials, services, energy, consumer products, chemicals | 289,600 (2007) | $62.5 billion (2008) | National (India) |
Timberland | 1951 | Shoes | 2,900 (2002) | $1.2 billion (2002) | International |
White Dog Café | 1983 | Food | 110 (2007) | $5 million (2007) | National (Philadelphia and Wayne) |
Appendix 6.2 General summary of the case-study evidence
Company | CSR motives | CSR actions |
---|---|---|
Ben and Jerry’s | 1a | Society |
2a | Employees | |
Environment | ||
The body shop | 1a | Society |
2a | Employees | |
2b | Environment | |
CANTV | 1a | Society |
2a | ||
Coronilla | 2a | Society |
Employees | ||
Environment | ||
CSU-CCA group | 1a | Society |
2a | Employees | |
2b | Environment | |
Groupe Danone | 1a | Society |
2a | Environment | |
Esquel group | 1a | Enterprise |
2a | Society | |
2b | Environment | |
ExxonMobil corporation | 1a | Society |
1b | Environment | |
Ford | 1a | Environment |
2b | ||
Grupo Bimbo | 2a | Society |
Employees | ||
Environment | ||
HP | 1a | Society |
2a | Environment | |
2b | ||
Kimberly-Clark | 1a | Society |
1b | Environment | |
2a | ||
2b | ||
MAS holdings | 1a | Society |
2a | Environment | |
Miguel torres | 1a | Society |
2b | Environment | |
Nike | 1a | Employees |
1b | ||
2a | ||
Pantaleon | 1a | Enterprise |
2a | Society | |
Employees | ||
Environment | ||
Polartec | 2a | Employees |
Shaklee | 1a | Enterprise |
2a | Society | |
2b | Environment | |
Shell | 1a | Society |
2a | Environment | |
2b | ||
SK elecom | 1a | Society |
2a | Environment | |
2b | ||
Starbucks Corporation | 1a | Enterprise |
2a | Environment | |
2b | ||
Swire Beverages | 1a | Society |
2a | Environment | |
2b | ||
Tata group | 1a | Society |
2a | Employees | |
2b | Environment | |
Timberland | 1a | Society |
Environment | ||
White Dog Café | 1a | Society |
2a | Employees | |
Environment |
Appendix 6.3 Summary of the evidence from the case-study analysis
Years | Case title | Authors | Source | CSR motives | CSR actions | |
---|---|---|---|---|---|---|
1 | 1993 | Ben and Jerry’s Homemade Icecream Inc.: Keeping the Mission(s) Alive | J. Theroux | Harvard Business School | Selling a quality product (1a) | For society: |
Creating a company that has as focal point the welfare of consumers and employees (2a) | Commitment to peace (commercial alliances with US ‘enemies’) | |||||
Creating a company that has a great force for social change (2a) | Support for socially useful activities | |||||
Support for art and culture | ||||||
Support for small farmers (purchase of raw materials directly from family businesses) | ||||||
For employees: | ||||||
Financial support | ||||||
Work atmosphere friendly and participatory | ||||||
For the environment: | ||||||
Recovery of protected areas | ||||||
Waste-water treatment | ||||||
2 | 1995 | The body shop international | C. A. Bartlett, K. McQuade and M. Hart | Harvard Business School | Creation and distribution of quality products (1a) | For society: |
Willingness to create a honest, simple, but original and innovative enterprise (1a) | Promotion of activities in support of the community | |||||
Trade as an improving tool for the community (2a) | Creation of ‘community care department’ | |||||
Contribution to the social welfare of its customers (2a) | Charitable donations | |||||
Environmental responsibility (2b) | Initiatives to support the small independent growers: creation of ‘The Body Shops’ boys town’ | |||||
Active political engagement: | ||||||
Petitions | ||||||
Protests | ||||||
For employees: | ||||||
Factories in less wealthy areas of Britiain to create new jobs | ||||||
For the environment: | ||||||
Respect for the environment | ||||||
Alliance with Greenpeace | ||||||
Alliance with Friends of the Earth | ||||||
Ecology and recycling | ||||||
3 | 2007 | Corporate social responsibility at CANTV | M. H. Jaen and P. Márquez | Social Enterprise Knowledge Network | Social investment seen as key feature to the company’s future (1a) | For society: |
Generating income for the company (1a) | Creating a foundation for social purposes | |||||
Improving the quality of life for children and young people at risk (2a) | Attention to education and health | |||||
Solutions to the most significant problems of society (2a) | Project Super@aulas to encourage the use of IT in schools in more remote areas of the country | |||||
Support for cultural activities, such as theatre, cinema, exhibitions, and events | ||||||
Promotion of volunteering | ||||||
4 | 2009 | Coronilla: the quadruple bottom line | A. Diversé, A. Lavoie Orlick, B. Leleux and J. Schwass | IMD International | Social responsibility is a reason to exist and persist (2a) | For society: |
Fairtrade relations with Andean farming communities | ||||||
For employees | ||||||
Hiring of women and disabled people | ||||||
For the environment: | ||||||
Zero use of pesticides | ||||||
5 | 2006 | CSU-CCA group | F. Leguizamón and A. Prado | Social Enterprise Knowledge Network | Increasing competitiveness (1a) | For society: |
Fulfilling the requirements of reliability and quality (1a) | Assistance programmes for the community | |||||
Expansion (1a) | Training and initiatives to improve living conditions | |||||
Poverty reduction (2a) | Investment in human development | |||||
Improvement of education (2a) | Anti-discrimination projects | |||||
Reduce economic and social inequalities (2a) | Scholarships | |||||
Personal development and well-being of stakeholders (2a) | Security programmes and prevention | |||||
Reduce the accident rate at work (2a) | Education, recreation, care and religious culture | |||||
Support for government efforts in the event of emergencies due to natural phenomena (2a) | Medical services (dentists, psychologists, etc.) | |||||
Maintaining natural reserves (2b) | Fundraising for schools and local associations | |||||
Promotion of volunteering | ||||||
Creating homes for abandoned children | ||||||
For employees | ||||||
Establishment of universities for the development of employees | ||||||
Elimination of child labour | ||||||
For the environment: | ||||||
Foundation for the saving of resource and natural reserves | ||||||
Recycling | ||||||
Assistance in the event of disasters | ||||||
6 | 2010 | The Dannon company: marketing and corporate social responsibility | C. Marquis, S. Pooja, A. Tolleson and B. Thomason | Harvard Business School | Overview of CSR as an integral part of corporate mission (1a) | For society: |
Willingness to spread information on good nutrition (2a) | Activities in research and education about health food | |||||
Nutrition and health | ||||||
Research institutes | ||||||
Promoting awareness of the link between good nutrition and good health | ||||||
Development of nutrition education programmes for schools | ||||||
Access to food for children in other social contexts | ||||||
Possibility of development of human resources | ||||||
Support for consumers, suppliers, and communities where the company operates | ||||||
Notice to consumers about the various initiatives | ||||||
For the environment: | ||||||
Programmes aimed at reducing the use of coal, water, and energy | ||||||
7 | 2008 | Esquel group: integrating business strategy and CSR | F. W. McFarlan, W. C. Kirby and T. Y. Manty | Harvard Business School | Distinction from other companies (1a) | For enterprise: |
Demonstration of high-quality products (1a) | Action to improve the efficiency of production processes | |||||
Enhance the output to increase the demand (1a) | Implementation of new techniques | |||||
Positive example for others, proving that it combines profit goals and social commitment (1a) | Investment in new technologies | |||||
Improvement of living conditions (2a) | For society: | |||||
Health and safety (2a) | Construction of dormitory accommodation, equipped with gyms, libraries, and Internet | |||||
Resolution of the problem of energy shortage (2b) | Health and safety programmes | |||||
Prevention programmes and information about disease | ||||||
For the environment: | ||||||
Reduced use of pesticides and water | ||||||
New irrigation techniques to reduce waste | ||||||
Construction of a low-emission power plant | ||||||
Reduced contamination by removing dust from waste air | ||||||
8 | 2003 | ExxonMobil and the chad cameroon pipeline | J. Mead | Harvard Business School | Use social initiatives as a marketing tool (1a) | For society: |
Greater public consensus (1a) | Support for the people of Chad and Cameroon: | |||||
Focus on initiatives for charitable purposes to ‘hide’ the serious damage to the environment and the community on previous occasions (1b) | Meetings with government authorities | |||||
Organization of information meetings for local people | ||||||
Administration of questionnaires | ||||||
Promotion of the arts | ||||||
Support for the community: | ||||||
Projects for the people most in need | ||||||
Raising funds through various initiatives | ||||||
For the environment: | ||||||
Environmental development | ||||||
9 | 2010 | Environmental Sustainability Initiatives at Ford Motor Company | B. Chakrabortym and V. Gupta | ICMR Center for Management Research | Willingness to have sustainable practices (1a) | For the environment: |
Environment conservation (2b) | Reducing energy use | |||||
Measurement of progress in environmental performance (2b) | Use of renewal resources | |||||
Reducing water use | ||||||
Reducing emissions | ||||||
More efficient fuel consumption | ||||||
Use of hydrogen combustion engine | ||||||
Reduction of emissions of volatile organic compounds through a new painting technique | ||||||
Construction of a wind farm for power generation | ||||||
Introduction of new technologies such as photovoltaic panels | ||||||
Using gas as a source of energy | ||||||
Increased fuel efficiency | ||||||
Use of recyclable and renewable materials | ||||||
10 | 2009 | Grupo Bimbo: growth and social responsibility | V. K Rangan and R. Garcia-Cuellar | Harvard Business School | Commitment to social issues (2a) | For society: |
Development of Mexico (2a) | Information programmes on diet | |||||
Reducing the problem of obesity (2a) | Programmes aiming at improving products, health and nutrition education, promoting physical activity, and research | |||||
Studies and research | ||||||
Promotion of the agricultural industry | ||||||
Help for indigenous peoples | ||||||
Support programmes for suppliers and retailers | ||||||
For employees: | ||||||
Opening of schools for employees’ children | ||||||
Growth opportunities | ||||||
Improving living conditions | ||||||
Health-care assistance | ||||||
Support for improving housing conditions | ||||||
Training | ||||||
For the environment: | ||||||
Reduce emissions | ||||||
Conservation of water and energy | ||||||
Solid waste management | ||||||
Environmental responsibility | ||||||
11 | 2006 | Corporate social responsibility at HP | K. Chary and V. Gupta | ICMR Center for Management Research | Value creation seen as profit and social commitment (1a) | For society: |
Ensuring respect, dignity, and safe working conditions (2a) | Donations to local groups | |||||
Commitment to environment (2b) | Increase access to IT | |||||
Extend the use of computers and Internet to areas without these opportunities, to enable distance learning | ||||||
For the environment: | ||||||
Control and prevention of pollution by reducing emissions | ||||||
Produces adhere to international standards | ||||||
Lower environmental impact | ||||||
Reducing waste through recycling, reduction of raw materials used | ||||||
Elimination of toxic materials | ||||||
Efficient use of energy | ||||||
12 | 2009 | Kimberly-Clark Corporation: the environmental sustainability challenge | P. Indu P and D. Purkayastha | ICMR Center for Management Research | Improvement of the company (1a) | For society: |
Reduction of environmental impact (1b) | Creation of the K–C Foundation | |||||
Development of health, hygiene, and well-being every day (2a) | Commitment not to use child labour | |||||
Commitment to environment (2b) | Prohibition of corporal punishment or other forms of disciplines | |||||
Protection of the quality of land, water, and coastal areas (2b) | For the environment: | |||||
Biosphere protection | ||||||
Efficient use of energy by encouraging conservation and use of alternative sources | ||||||
Reduce waste by reducing the volume and weight of materials | ||||||
Recycling | ||||||
Improvement of water use | ||||||
Elimination of use of chemicals | ||||||
Commitment to reforestation | ||||||
Maintenance of biological diversity | ||||||
Reduction of emissions | ||||||
13 | 2006 | MAS Holdings: Strategic Corporate Social Responsibility in the Apparel Industry | J. Story and N. Watson | INSEAD | Do the right thing (2a) | For society: |
Need a way to differentiate in the tough global apparel market (1a) | Build a laboratory and auditorium for the school | |||||
Meet customers’ needs (2a) | Donation to maternity clinics; vaccinations | |||||
Reduce lead times as much as possible | ||||||
For employees: | ||||||
Build factories in rural villages | ||||||
Every factory adheres to the UN Global Compact | ||||||
Educate about professional and cultural norms; English classes; leadership training | ||||||
Establishment of ‘MAS Women Go Beyond’ | ||||||
14 | 2010 | Miguel torres: ensuring the family legacies | J. Van der Kaaij and B. Leleux | IMD International | Provide a high-quality product (1a) | For society: |
Care about climate change (2b) | Establishment of the Miguel Torres Foundation | |||||
Help underprivileged children | ||||||
Build schools and homes | ||||||
For the environment: | ||||||
Protection of wildlife | ||||||
Adoption of solar panels, hybrid vehicles and investment in wind park | ||||||
15 | 2002 | Hitting the wall: Nike and the international labour practices | D. L. Spar | Harvard Business School | Demonstration of a fundamental change of strategy, aimed not only at greater profits but at the well-being of the community (1a) | For employees: |
Improve company image, already ‘contaminated’ by previous crises (1b) | Improving the working conditions of employees | |||||
Interest for its workers (2a) | Raising the minimum age of workers | |||||
Clean air in factories | ||||||
Implementation of educational programmes | ||||||
Activation of microcredit | ||||||
Introduction of a minimum wage | ||||||
A ceiling on working hours | ||||||
Adhesion to FLA, the association for labour rights | ||||||
16 | 2005 | Pantaleon | N. F. Leguizamó and J. Ickis | Social Enterprise Knowledge Network | Increased competitiveness (1a) | For enterprise: |
Protection of workers’ needs in order to promote company growth (1a) | Introduction of technology to improve productivity | |||||
Focus on social issues (2a) | For society: | |||||
Construction of schools and hospitals | ||||||
Programmes aimed at health, nutrition, and sport | ||||||
Improved infrastructure | ||||||
Create community centres | ||||||
Improve housing conditions | ||||||
For employees: | ||||||
Offer better working conditions | ||||||
Better wages | ||||||
Opportunities for education for the children of employees | ||||||
Ban the employment of women and children | ||||||
For the environment: | ||||||
Reduced consumption and waste of water | ||||||
Reduced use of chemicals | ||||||
Reforestation and restocking of rivers | ||||||
17 | 2003 | Polartec | J. W. Altman, R. E. Weissman and M. C. De Palma | Babson College | Workers are an asset (2a) | For employees: |
Arrange heart bypass operations for several workers | ||||||
After a major fire, the family CEO kept his employees on the payroll for three months | ||||||
Free soft drinks during summer | ||||||
18 | 2009 | Shaklee corporation: corporate social responsibility | C. Marquis, V. Rangan and A. Comings | Harvard Business School | Ability to expand their business (1a) | For enterprise: |
Creation of products good both for people’s health and for the planet (2a) | ‘Social marketing’, making the company known not through advertising and promotion, but at the point of sale to distributors | |||||
Prevention of malnutrition (2a) | For society: | |||||
Commitment to environment (2b) | Investment in research and development of clinical trials | |||||
Creating products | ||||||
For nutrition: | ||||||
Increase vitality, immunity; improve cholesterol levels and blood pressure; protect the health of heart, brain, bones, etc. | ||||||
Weight reduction and the preservation of muscle mass | ||||||
Slow the process of cellular ageing, or anti-ageing | ||||||
Construction of schools and clinics | ||||||
Outreach to become ambassadors of health | ||||||
For the environment: | ||||||
Creation of ‘green’ products | ||||||
Biodegradability | ||||||
Absence of toxic substances | ||||||
Hypoallergenic products | ||||||
Recyclable packaging | ||||||
Planting of trees | ||||||
Reduction of emissions | ||||||
Installation of photovoltaic panels | ||||||
19 | 2004 | Shell’s global social responsibility initiatives | I. Hansa and N. Rajshekar | IBSCDC | Commitment to economic development (1a) | For society, Nigeria: |
Resolution of people discontent (2a) | Prevention of the spread of malaria through the distribution of insecticide-impregnated nets | |||||
Attention to health, safety and the environment (2b) | For society, Vietnam: | |||||
Remediation of Niger Delta (2b) | Education resource management to reduce poverty | |||||
Improved profitability for each family | ||||||
Reduced malnutrition | ||||||
For society, Canada: | ||||||
Projects aimed at increasing awareness and prevention of diseases such as HIV | ||||||
For the environment: | ||||||
Development of non-polluting methods | ||||||
Lower environmental impact | ||||||
For the environment, Nigeria: | ||||||
Development of areas devoted to agriculture | ||||||
For the environment, India: | ||||||
Programmes aimed at using renewable and alternative energy | ||||||
Reduced emissions | ||||||
For the environment, Canada: | ||||||
Projects aimed at soil conservation | ||||||
Development of renewable and alternative energy | ||||||
20 | 2009 | SK telecom: pursuing happiness through CSR | C. Marquis, K. Y. Ryu, P. H. Mirvis and B. Thomason | Harvard Business School | Maximizing profits (1a) | For society: |
Willingness to give a new value to world, improving communication quality (2a) | Promotion of volunteering | |||||
Wellness and social education (2a) | Social investments | |||||
Environment responsibility (2b) | Fundraising and donations to disadvantaged groups | |||||
Education in social matters and the environment | ||||||
Aid the disadvantaged | ||||||
Customer protection | ||||||
For the environment: | ||||||
Green processes | ||||||
Green products | ||||||
Green culture | ||||||
21 | 2004 | Starbucks and conservation international | J. E. Austin and C. Reavis | Harvard Business School | Continuous research for high standards of excellence in products (1a) | For enterprise: |
Construction of solid moral principles that represent the company (1a) | Improved control and quality of the final product | |||||
Protection of stakeholders’ interests (2a) | Inspection and certification of raw materials | |||||
Positive contribution to community support (2a) | Construction of company-owned roasting plants | |||||
Support for the environment (2b) | For the environment: | |||||
Environment protection | ||||||
Projects for the protection of the reserve in Chiapas (Mexico) | ||||||
Supply of raw materials from growers with a strong sense of responsibility towards the environmental protection | ||||||
22 | 2009 | Swire Beverages: implementing CSR in China | C. Marquis, G. A. Donovan and Y. K. Chiu | Harvard Business School | Permit employees to feel proud of their company (1a) | For society, health and wellbeing: |
Creation of a company who cares also for his community (2a) | Advertising for a healthy and balanced lifestyle | |||||
Interest in the environment (2b) | Encourage children’s sporting activities | |||||
Campaigns to prevent HIV and other infectious diseases | ||||||
For society, youth and education: | ||||||
Education and support to less able children | ||||||
Collaboration with ‘Right to play’ | ||||||
For the environment: | ||||||
Environment and water: | ||||||
Production of clean energy | ||||||
Control and recycling of waste water | ||||||
Recycling waste | ||||||
23 | 2006 | The Tata Group: integrating social responsibility with corporate strategy | Mathew R., Gupta V. | ICMR Center for Management Research | Integration of CSR with business strategy to build its brand and increase its reputation (1a) | For society: |
Support for socio-economic development (1a) | Promotion of public institutions such as hospitals, educational and research centres, art and | |||||
Improving quality of life in the communities where the company operates (2a) | cultural events | |||||
Instil trust in consumers, employees, shareholders and the community (2a) | Program for the prevention of diseases such as HIV and support for people with leprosy | |||||
Environment protection (2b) | Promotion of volunteering | |||||
For employees: | ||||||
Eight-hour day | ||||||
Social insurance fund | ||||||
Maternity benefits | ||||||
Sharing skills and capabilities | ||||||
For the environment: | ||||||
Reducing environmental impact through the introduction of specific processes and procedures | ||||||
Management of waste, recycling plastics; better treatment of sewage | ||||||
Conservation of resources by reducing, reusing, and recycling | ||||||
24 | 2004 | Timberland: commerce and justice | J. Austin, H. B. Leonard and J. W. Quinn | Harvard Business School | Improve its brand and growth (1a) | For society: |
Donation of boots and support of City Year, a regional NPO | ||||||
Establishment of the Earth Day event | ||||||
Strategic relationships with NGOs | ||||||
Annual long-range plan dedicated to commerce and justice goals | ||||||
Collaboration with the NPO Share Our Strengths | ||||||
For the environment: | ||||||
Improvements in energy and raw materials used | ||||||
25 | 2007 | Walking the walk: putting social responsibility into action at the White Dog Café | D. M. Phillips & J. K. Phillips | Harvard Business School | CSR as a ‘guide’ for the enterprise (1a) | For society, customer service: |
Greater importance attached to social and environmental issues than to profits (1a) | Food quality | |||||
Belief that the community well-being is the main objective (2a) | Service quality | |||||
Educational programmes for consumers | ||||||
For society, community service: | ||||||
Donations to charities | ||||||
Donations to NPOs | ||||||
Promotion of cultural diversity and economic justice | ||||||
Socially responsible projects | ||||||
The sister restaurant project | ||||||
Mentoring programme | ||||||
Community tours | ||||||
Annual multicultural events | ||||||
Whole world products | ||||||
Table talks | ||||||
Storytelling | ||||||
Community service days | ||||||
Take a senior to lunch | ||||||
War-opposition activities | ||||||
For employees: | ||||||
Respectful and collaborative working environment | ||||||
Above average salaries | ||||||
Sunshine fund | ||||||
For the environment: | ||||||
Alternative energy | ||||||
Organic food | ||||||
Recycling and ecology | ||||||
Support for ‘Green Team’ |
Rights and permissions
Copyright information
© 2014 Springer International Publishing Switzerland
About this chapter
Cite this chapter
Campopiano, G., De Massis, A., Cassia, L. (2014). Corporate Social Responsibility in Family Versus Non-Family Enterprises: An Exploratory Study. In: Lundström, A., Zhou, C., von Friedrichs, Y., Sundin, E. (eds) Social Entrepreneurship. International Studies in Entrepreneurship, vol 29. Springer, Cham. https://doi.org/10.1007/978-3-319-01396-1_6
Download citation
DOI: https://doi.org/10.1007/978-3-319-01396-1_6
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-01395-4
Online ISBN: 978-3-319-01396-1
eBook Packages: Business and EconomicsBusiness and Management (R0)