Dynamics of Stakeholders' Implications in the Institutionalization of the CSR Field in France and in the United States

被引:69
作者
Avetisyan, Emma [1 ]
Ferrary, Michel [2 ]
机构
[1] SKEMA Business Sch, F-06902 Sophia Antipolis, France
[2] Univ Geneva, HEC Geneve UNIMAIL, CH-1211 Geneva 4, Switzerland
关键词
Corporate Social Responsibility; Corporate Social Responsibility rating agencies; Institutional theory; Stakeholder theory; CORPORATE SOCIAL-RESPONSIBILITY; FINANCIAL PERFORMANCE; TRANSFORMATION; ENTREPRENEURSHIP; ORGANIZATIONS; ISOMORPHISM; PERSPECTIVE; EVOLUTION; FRAMEWORK; EUROPE;
D O I
10.1007/s10551-012-1386-3
中图分类号
F [经济];
学科分类号
02 ;
摘要
This study supports the idea that fields form around issues, and describes the roles of various stakeholders in the structuring, shaping, and legitimating of the emerging field of Corporate Social Responsibility (CSR). A model of the institutional history of the CSR field is outlined, of which a key stage is the appearance of CSR rating agencies as the significant players and Institutional Entrepreneurs of the field. We show to which extent the creation and further development of CSR rating agencies, and the activism of other significant stakeholders of the field (typically portrayed as "standard setters" and "regulatory agents"), contribute to the institutionalization of CSR. With this in mind, among various stakeholders that legitimate the field of CSR, we present the efforts of global and local stakeholders such as the European Union, the United Nations, the International Organization for Standardization, and governments and their interactions. We suggest that the different paths of CSR development and institutionalization in France and in the United States depend on the nature of local and global stakeholders' involvement in this process and their interactions.
引用
收藏
页码:115 / 133
页数:19
相关论文
共 76 条
[1]  
[Anonymous], 2001, Green paper: Promoting a European framework for corporate social responsibility
[2]  
[Anonymous], 2003, The Roaring Nineties: A New History of the World's Most Prosperous Decade
[3]  
[Anonymous], 1996, Management: Leadership in Action
[4]  
[Anonymous], 1988, Institutional patterns and culture
[5]  
Antal A.B., 2007, Business Society, V46, P9, DOI DOI 10.1177/0007650306293391
[6]  
Avetisyan E., 2012, ANN AC MAN IN PRESS
[7]   Does stakeholder orientation matter? The relationship between stakeholder management models and firm financial performance [J].
Berman, SL ;
Wicks, AC ;
Kotha, S ;
Jones, TM .
ACADEMY OF MANAGEMENT JOURNAL, 1999, 42 (05) :488-506
[8]  
Campbell JL, 2007, ACAD MANAGE REV, V32, P946, DOI 10.5465/AMR.2007.25275684
[9]  
Carroll AB., 1999, Business Society, V38, P268, DOI [10.1177/000765039903800303, DOI 10.1177/000765039903800303]
[10]  
Carroll AB., 1991, Business Horizons, V34, P39, DOI [10.1016/0007-6813(91)90005-G, DOI 10.1016/0007-6813(91)90005-G]