Thinking of the organization as a system: the role of managerial perceptions in developing a corporate social responsibility strategic agenda

Maon, François, Lindgreen, Adam ORCID: https://orcid.org/0000-0001-7881-7350 and Swaen, Valérie 2008. Thinking of the organization as a system: the role of managerial perceptions in developing a corporate social responsibility strategic agenda. Systems Research and Behavioral Science 25 (3) , pp. 413-426. 10.1002/sres.900

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Abstract

The societal issues conveyed to the organization by its internal and external stakeholders can be various and often conflicting. Consequently, organizations confront difficulties when attempting to identify the range of relevant societal issues they must prioritize to design corporate social responsibility (CSR) programs. This article proposes a conceptual framework to clarify the processes that underlie the emergence, prioritization and integration of CSR issues into organizational goals. Specifically, this article uses systems thinking, CSR, and organizational interpretation theories to highlight the central influence of top managers' perceptions on the development of CSR strategic agendas.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Subjects:	H Social Sciences > H Social Sciences (General) H Social Sciences > HD Industries. Land use. Labor H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management H Social Sciences > HV Social pathology. Social and public welfare
Uncontrolled Keywords:	Corporate social responsibility ; Individual perception ; Organizational interpretation ; Strategic agenda development
Additional Information:	Special issue: Systems thinking and corporate social responsibility
Publisher:	Wiley Blackwell
ISSN:	1092-7026
Date of First Compliant Deposit:	30 March 2016
Last Modified:	03 May 2023 18:41
URI:	https://orca.cardiff.ac.uk/id/eprint/22130

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