Premium
Thinking of the organization as a system: The role of managerial perceptions in developing a corporate social responsibility strategic agenda
Author(s) -
Maon François,
Lindgreen Adam,
Swaen Valérie
Publication year - 2008
Publication title -
systems research and behavioral science
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.371
H-Index - 45
eISSN - 1099-1743
pISSN - 1092-7026
DOI - 10.1002/sres.900
Subject(s) - corporate social responsibility , perception , prioritization , interpretation (philosophy) , business , social responsibility , public relations , strategic thinking , knowledge management , political science , strategic planning , process management , marketing , psychology , computer science , neuroscience , programming language
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. Copyright © 2008 John Wiley & Sons, Ltd.