The Paradox of Power in CSR: A Case Study on Implementation

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dc.contributor.authorBondy, Krista
dc.date.accessioned2010-03-25T12:47:01Z
dc.date.available2010-03-25T12:47:01Z
dc.date.issued2008-10
dc.description.abstractPurpose Although current literature assumes positive outcomes for stakeholders resulting from an increase in power associated with CSR, this research suggests that this increase can lead to conflict within organizations, resulting in almost complete inactivity on CSR. Methods A single in-depth case study, focusing on power as an embedded concept. Results Empirical evidence is used to demonstrate how some actors use CSR to improve their own positions within an organization. Resource dependence theory is used to highlight why this may be a more significant concern for CSR. Conclusions Increasing power for CSR has the potential to offer actors associated with it increased personal power, and thus can attract opportunistic actors with little interest in realizing the benefits of CSR for the company and its stakeholders. Thus power can be an impediment to furthering CSR strategy and activities at the individual and organizational level.en_UK
dc.identifier.citationKrista Bondy, The Paradox of Power in CSR: A Case Study on Implementation, Journal of Business Ethics, Volume 82, Number 2, October, 2008en_UK
dc.identifier.issn0167-4544
dc.identifier.urihttp://hdl.handle.net/1826/4318
dc.identifier.urihttp://dx.doi.org/10.1007/s10551-008-9889-7
dc.language.isoenen_UK
dc.publisherSpringer Netherlandsen_UK
dc.rightsThe original publication is available at www.springerlink.com
dc.subjectCorporate social responsibilityen_UK
dc.subjectImplementationen_UK
dc.subjectPoweren_UK
dc.subjectResource dependence theoryen_UK
dc.subjectCase studyen_UK
dc.subjectEmpiricalen_UK
dc.titleThe Paradox of Power in CSR: A Case Study on Implementationen_UK
dc.typeArticleen_UK

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