1,721,118 research outputs found
Convergence Versus Divergence of CSR in Developing Countries: An Embedded Multi-Layered Institutional Lens
No full textThis paper capitalizes on an institutional perspective to analyze corporate social responsibility (CSR) orientations in the Lebanese context. Specifically, the paper compiles a new theoretical framework drawing on a multi-level model of institutional flows by Scott (Institutions and organizations: ideas and interests, 2008) and the explicit-implicit CSR model by Matten and Moon (Acad Manag Rev 33(2):404-424, 2008). This new theoretical framework is then used to explore the CSR convergence versus divergence question in a developing country context. The findings highlight the usefulness of the compiled multi-layered institutional framework and the varied nuances and profound insights it offers in analyzing CSR in context. They also suggest that a cosmetic level of global convergence in explicit CSR may materialize in light of mimetic isomorphic pressures, but that the path dependence hypothesis is indeed salient in light of national history trajectories and socio-politico configurations. The findings correspond most closely to patterns of CSR crossvergence, combining elements of both convergence and divergence, and reflecting in complex hybridized CSR expressions. The findings and their implications are presented and assessed. © 2011 Springer Science+Business Media B.V.Amaeshi K., 2006, J CORPORATE CITIZENS, V24, P83; American Lebanese Chamber of Commerce (AmCham Lebanon), AM LEBANESE CHAMBER; Blowfield M, 2005, INT AFF, V81, P515, DOI 10.1111-j.1468-2346.2005.00466.x; Brammer SJ, 2006, J BUS RES, V59, P1025, DOI 10.1016-j.jbusres.2006.04.001; Campbell JL, 2007, ACAD MANAGE REV, V32, P946; Chandler A. D., 1962, STRATEGY STRUCTURE C; Davis GF, 2005, ORGAN SCI, V16, P332, DOI 10.1287-orsc.1050.0137; De Mooij M., 2004, CONSUMER BAHAV CULTU; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147, DOI 10.2307-2095101; Economist Intelligence Unit, 2007, COUNTR PROF 2007 LEB; European Commission, 2002, CORP SOC RESP BUS CO; Frynas JG, 2005, INT AFF, V81, P581, DOI 10.1111-j.1468-2346.2005.00470.x; Fukuyama F., 1992, END HIST LAST MAN; Gat A., 2007, FOREIGN AFFAIRS JUL; Glaser Barney, 1967, DISCOVERY GROUNDED T; Greenwood R, 1996, ACAD MANAGE REV, V21, P1022, DOI 10.2307-259163; Hall Peter A., 2001, VARIETIES CAPITALISM; Jamali D., 2006, Business Process Management Journal, V12, DOI 10.1108-14637150610710945; Jamali D, 2009, J BUS ETHICS, V87, P355, DOI 10.1007-s10551-008-9925-7; Jamali D., 2007, BUSINESS SOC REV, V112, P1, DOI [10.1111-j.1467-8594.2007.00284.x, DOI 10.1111-J.1467-8594.2007.00284.X]; Jamali D., 2005, WOMEN MANAGEMENT REV, V20, P581, DOI DOI 10.1108-09649420510635213; Jamali D, 2007, J BUS ETHICS, V72, P243, DOI 10.1007-s10551-006-9168-4; Jamali D, 2010, J BUS ETHICS, V95, P617, DOI 10.1007-s10551-010-0443-z; Jamali D, 2008, CORP GOV, V16, P443, DOI 10.1111-j.1467-8683.2008.00702.x; Kostova T, 2002, ACAD MANAGE J, V45, P215, DOI 10.2307-3069293; KOTLER P., 2005, CORPORATE SOCIAL RES; Kraatz M. S., 2008, SAGE HDB ORG I, P243; LEVITT T, 1983, HARVARD BUS REV, V61, P92; Lounsbury M, 2002, ACAD MANAGE J, V45, P255, DOI 10.2307-3069295; Lund-Thomsen P., 2004, DEVELOPMENT, V47, P106, DOI 10.1057-palgrave.development.1100059; Margolis JD, 2003, ADMIN SCI QUART, V48, P268, DOI 10.2307-3556659; Marquis C, 2007, ACAD MANAGE REV, V32, P925; Matten D, 2005, ACAD MANAGE REV, V30, P166; Matten D, 2008, ACAD MANAGE REV, V33, P404; Meyer KE, 2004, J INT BUS STUD, V35, P259, DOI 10.1057-palgrave.jibs.8400084; OLIVER C, 1991, ACAD MANAGE REV, V16, P145, DOI 10.2307-258610; Patton M. Q., 2002, QUALITATIVE RES EVAL; Perrow C., 1979, COMPLEX ORG CRITICAL; Ralston DA, 2006, MANAGEMENT ORG REV, V2, P67, DOI DOI 10.1111-J.1740-8784.2006.00031.X; Ralston DA, 2008, J INT BUS STUD, V39, P27, DOI 10.1057-palgrave.jibs.8400333; Ritzer G., 2004, MCDONALDIZATION SOC; Schneiberg M, 2006, SOCIOL THEOR, V24, P195, DOI 10.1111-j.1467-9558.2006.00288.x; SCOTT W. R., 1994, SYSTEMRATIONALITAT P, P203; Scott W. R., 2005, SOCIAL MOVEMENTS ORG, P4, DOI 10.1017-CBO9780511791000.003; Scott W. R., 2008, I ORG IDEAS INTEREST; Sidani Y., 2002, INT ENCY BUSINESS MA, P3797; Snider J, 2003, J BUS ETHICS, V48, P175, DOI 10.1023-B:BUSI.0000004606.29523.db; UK Institute of Directors, 2002, GUID CORP SOC RESP, P1; Visser W., 2008, OXFORD HDB CORPORATE, P473; Waddock S, 2008, ACAD MANAGE PERSPECT, V22, P87; WHITLEY R, 1994, ORGAN STUD, V15, P153, DOI 10.1177-017084069401500201; WOOTEN M., 2008, SAGE HDB ORG I, P130; World Bank, 2005, STAT PROGR WOM MIDDL14131
Diversity management rhetoric versus reality: Insights from the Lebanese context
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Strategic partnerships, social capital and innovation: Accounting for social alliance innovation
No full textThis paper focuses on innovation in the context of business-non- governmental organization (NGO) partnerships for corporate social responsibility (CSR). While different aspects of business-NGO partnerships have been studied, the role of innovation and its potential implications for partnership outcomes have so far not been systematically explored. The paper defines innovation in simple and concrete terms and synthesizes from the literature what can be considered as critical ingredients to foster social alliance innovation. The paper posits in turn that these ingredients correspond closely to the conception of social capital and offers a consolidated framework that helps in probing around these ingredients and social capital in accounting for innovative partnership outcomes. The empirical part consists of a comparative analysis of six case studies of business-NGO collaboration in the context of CSR in the United Kingdom. The evidence presented makes it clear that strategic partnerships are more readily capable of innovation and that social capital as an umbrella concept is very promising in explaining the differential success and performance of social alliances and central to understanding the dynamics of social alliance innovation and value creation. © 2011 Blackwell Publishing Ltd.Adler PS, 2002, ACAD MANAGE REV, V27, P17, DOI 10.2307-4134367; ALEXANDER L, 1997, POLICY REV, V85, P46; Ashman D, 2001, WORLD DEV, V29, P1097, DOI 10.1016-S0305-750X(01)00027-4; Austin J. E., 2000, COLLABORATION CHALLE; Berger IE, 2007, CALIF MANAGE REV, V49, P132; Berger IE, 2004, CALIF MANAGE REV, V47, P58; Birkinshaw J, 2008, ACAD MANAGE REV, V33, P825; Coleman JS, 2000, SOCIAL CAPITAL, P13; DEES JG, 2001, ENTERPRISING NONPROF, P161; de Man AP, 2005, TECHNOVATION, V25, P1377, DOI 10.1016-j.technovation.2004.07.021; Gabbay SM, 1998, SOC SCI RES, V27, P189, DOI 10.1006-ssre.1998.0620; Hansen MT, 1999, ADMIN SCI QUART, V44, P82, DOI 10.2307-2667032; JACKSON IA, 2004, IVEY BUSINESS J, V69, P1; Jamali D., 2006, Business Process Management Journal, V12, DOI 10.1108-14637150610710945; Jamali D., 2007, BUSINESS SOC REV, V112, P1, DOI [10.1111-j.1467-8594.2007.00284.x, DOI 10.1111-J.1467-8594.2007.00284.X]; Jamali D, 2009, J BUS ETHICS, V84, P277, DOI 10.1007-s10551-008-9708-1; Kanter RM, 1999, HARVARD BUS REV, V77, P122; Landry R, 2002, TECHNOL FORECAST SOC, V69, P681, DOI 10.1016-S0040-1625(01)00170-6; Lantos GP, 2001, J CONSUM MARK, V18, P595, DOI 10.1108-07363760110410281; Little A.D., 2006, STRATEGIC DIRECTION, V22, P35; Loza J, 2004, J BUS ETHICS, V53, P297, DOI 10.1023-B:BUSI.0000039415.90007.56; Mandell M. P., 2003, PUBLIC MANAGEMENT RE, V5, P197, DOI 10.1080-1461667032000066417; MASKELL P, 2001, SOCIAL CAPITAL CRITI, P111; Mohan A., 2006, J BUSINESS STRATEGIE, V23, P9; Moir L, 2007, CORPORATE GOVERNANCE, V7, P414; Nahapiet J, 1998, ACAD MANAGE REV, V23, P242, DOI 10.2307-259373; Patton M. Q., 2002, QUALITATIVE RES EVAL; Porter ME, 2006, HARVARD BUS REV, V84, P78; Porter Michael E., 2003, HARVARD BUS REV, P27; Sampson RC, 2007, ACAD MANAGE J, V50, P364; Scholte JA, 2004, GOV OPPOS, V39, P211, DOI 10.1111-j.1477-7053.2004.00121.x; Sivadas E, 2000, J MARKETING, V64, P31, DOI 10.1509-jmkg.64.1.31.17985; STEFANOVIC M, 2007, INT TRADE FORUM, P6; Tracey P, 2005, J BUS ETHICS, V58, P327, DOI 10.1007-s10551-004-6944-x; TRACEY P, 2002, GROWTH CHANGE, V34, P1; Tsai WP, 1998, ACAD MANAGE J, V41, P464, DOI 10.2307-257085; Uzzi B, 2005, AM J SOCIOL, V111, P447, DOI 10.1086-432782; VANDEVEN AH, 1986, MANAGE SCI, V32, P590, DOI 10.1287-mnsc.32.5.590; WADDELL S, 2000, J NONPROFIT MANAGEME, V4, P24; Warhurst A, 2005, FUTURES, V37, P151, DOI 10.1016-j.futures.2004.03.033; Wolf KD, 2008, HANDBOOK OF RESEARCH ON GLOBAL CORPORATE CITIZENSHIP, P22594
NGOs in development: opportunities and challenges
Full text linkOver the past two decades, non-governmental organisations (NGOs) have increased in
number, size and scope and established themselves in pivotal positions in social, economic
and political landscapes across the globe. Their role in the development world specifically
has been transformed. Originally situated on the periphery of the development community
and often directly opposed to its mainstream, NGOs are now central to contemporary
development discourse and practice. They have also been heralded as new agents with the
capacity and commitment to make up for the shortcomings of the state and the market in
promoting development. In this context, this paper examines the evolving role of NGOs in
the changing development landscape, the main strengths and weaknesses of the sector
and its latent opportunities and constraints. A case study analysis of the involvement of an
international NGO in rural community development projects in Lebanon is also presented,
documenting the developmental roles of a specific NGO and the operational and qualitative
impacts of NGO developmental interventions in a developing country context
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