دانلود مقاله ارزش مسئولیت اجتماعی شرکت برای سهامداران متعدد و تاثیر اجتماعی
چکیده
کلید واژه ها
1. مقدمه
2. پیشینه نظری
2.1. CSR و تاثیر اجتماعی - آیا چالشی برای روابط تجاری وجود دارد؟
2.2. نظریه سهامداران، CSR و بازاریابی رابطه مند
3. توسعه فرضیه ها
3.1. CSR کارمند محور و تاثیر (اجتماعی) اقدامات CSR
3.2. پذیرش CSR در بازاریابی رابطه مند
3.3. کیفیت رابطه: از اعتماد تا تعهد
3.4. تاثیر CSR بر تعهد شرکت در مقابل کارکنان
4. روش شناسی
5. نتایج تحقیق
6. بحث، مفاهیم و تحقیقات آتی
6.1. مفاهیم نظری
6.2. مفاهیم مدیریتی و جهت گیری های تحقیقاتی آینده برای CSR در روابط B2B
6.3. محدودیت های تحقیق
پیوست اول
منابع
Abstract
Keywords
1. Introduction
2. Theoretical background
2.1. CSR and social impact – Is there a challenge for business relationships?
2.2. Stakeholder theory, CSR and relationship marketing
3. Hypotheses development
3.1. Employee-oriented CSR and (social) impact of CSR actions
3.2. Embracing CSR in relationship marketing
3.3. Relationship quality: From trust to commitment
3.4. The influence of CSR on firms’ vs. employees’ commitment
4. Methodology
5. Research results
6. Discussion, implications, and future research
6.1. Theoretical implications
6.2. Managerial implications and future research directions for CSR in B2B relationships
6.3. Research limitations
CRediT authorship contribution statement
Declaration of Competing Interest
Acknowledgement
Appendix A.
References
Vitae
چکیده
علیرغم ادبیات گسترده مسئولیت اجتماعی شرکت (CSR) اکثر تحقیقات عملکرد شرکت را به عنوان تنها نتیجه آن بررسی کرده اند. هدف ما این است که این شکاف را با ارزیابی ادراکات شرکت ها از مزایای فعالیت های CSR برای جامعه و سهامداران خاص پر کنیم. ما در مورد روندهای اجتماعی مانند تنوع و شمول در مفهوم سازی CSR متمرکز بر کارمند به عنوان پیش نیاز برای درک تاثیر اجتماعی CSR بحث می کنیم. ما تئوری‌های CSR و بازاریابی رابطه‌ای را گرد هم می‌آوریم تا یک مدل مفهومی را روی نمونه‌ای از 411 شرکت تجاری (B2B) آزمایش کنیم. نتایج یک رابطه مثبت بین CSR کارمند محور و سودمندی درک شده از اقدامات CSR برای جامعه، مشتریان و کارکنان (اما نه تامین کنندگان) را تایید می کند. به منظور به حداکثر رساندن کیفیت روابط، فعالیت های CSR باید برای ذینفعان خاص (مشتریان و کارکنان) و نه در جامعه به طور کلی هدف قرار گیرد. در نهایت، تفاوت‌هایی بین شرکت‌های کوچک و متوسط و شرکت‌های بزرگ B2B با برداشت‌های متضاد از سوابق و نتایج کیفیت رابطه مشاهده می‌شود.
توجه! این متن ترجمه ماشینی بوده و توسط مترجمین ای ترجمه، ترجمه نشده است.
Abstract
Despite extensive corporate social responsibility (CSR) literature most of research has examined corporate performance as its only outcome. We aim to fill this gap by assessing companies’ perceptions of their CSR activities’ benefits for society and specific stakeholders. We discuss societal trends such as diversity and inclusion embedded in employee-focused CSR conceptualization as a prerequisite for the perception of CSR’s societal impact. We bring together CSR and relationship marketing theories to test a conceptual model on a sample of 411 business-to-business (B2B) companies. The results confirm a positive relationship between employee-oriented CSR and the perceived usefulness of CSR actions for society, customers and employees (but not suppliers). In order to maximize relationship quality, CSR activities should be targeted at specific stakeholders (customers and employees) and not at society at large. Finally, differences are observed between SMEs and large B2B firms with opposite perceptions of antecedents and outcomes of relationship quality.
Introduction
usinesses today face an important societal shift as they are expected to create long-term value for multiple stakeholders (e.g., customers, employees, suppliers) and devote equal attention to social, environmental, and economic development (e.g., Kumar & Christodoulopoulou, 2014; Sheth & Sinha, 2015). Indeed, this shift needs to be addressed in the corporate social responsibility (CSR hereafter) literature, which has rarely measured outcomes other than firm performance. In fact, Barnett et al.’s literature review (2020, p. 937) argued that “even the most highly cited studies have stopped short of assessing social impact, often measuring CSR activities rather than impacts and focusing on benefits to specific stakeholders rather than to wider society”. We aim to address this void in the literature by assessing firms’ perceptions of their CSR actions’ usefulness for society and specific stakeholders in the network of a focal firm (suppliers, customers and employees)
Research results
We test the hypothesised relationships with multiple regression. The data supported the relationship between employee-oriented CSR and usefulness of CSR actions to society (H1A), employees (H1B), and customers (H1C), but not to suppliers (H1D). Employee-oriented CSR was related with relationship quality (H2). Then, relationship quality was influenced by the usefulness of CSR actions to employees (H3B) and to customers (H3C) but not by the usefulness of CSR actions to society (H3A) and to suppliers (H3D). Relationship quality enhanced perceptions of firms’ commitment for well-being of their employees (H4A), and of employees’ marketable skills (H4B), and of employees’ affective commitment to their firms (H4C), but not continuance commitment (H4D). Employee-oriented CSR impacts firms’ commitment to employees, for ‘well-being’ (H5A) and for ‘development of marketable skills’ (H5B), but not for affective (H5C) or continuance commitment (H5D). These results are presented in Table 3 as part of Model 1′ s column.
H1A: Employee-oriented CSR is positively associated with employees’ perceived usefulness of CSR actions to society.
H1B: Employee-oriented CSR is positively associated with employees’ perceived usefulness of CSR actions to employees.
H1C: Employee-oriented CSR is positively associated with employees’ perceived usefulness of CSR actions to customers.
H1D: Employee-oriented CSR is positively associated with employees’ perceived usefulness of CSR actions to suppliers.
H2: Employee-oriented CSR is positively associated with B2B relationship quality.
H3A: Perceived usefulness of CSR actions to society is positively associated with B2B relationship quality.
H3B: Perceived usefulness of CSR actions to employees is positively associated with B2B relationship quality.
H3C: Perceived usefulness of CSR actions to customers is positively associated with B2B relationship quality.
H3D: Perceived usefulness of CSR actions to suppliers is positively associated with B2B relationship quality.
H4A: Relationship quality in B2B relationships is positively associated with firms’ commitment to take care of wellbeing of their employees.
H4B: Relationship quality in B2B relationships is positively associated with firms’ commitment to develop marketable skills of their employees.
H4C: Relationship quality in B2B relationships is positively associated with employees’ affective commitment to the firm.
H4D: Relationship quality in B2B relationships is negatively associated with employees’ continuance commitment to the firm.
H5A: Employee-oriented CSR is positively associated with firms’ commitment to take care of wellbeing of their employees.
H5B: Employee-oriented CSR is positively associated with firms’ commitment to develop marketable skills of their employees.
H5C: Employee-oriented CSR is positively associated with employees’ affective commitment to the firm.
H5D: Employee-oriented CSR is positively associated with employees’ continuance commitment to the firm.