As a company competitiveness depends more and more on the relationship with its stakeholders, the topic of companystakeholder fit is becoming increasingly important. This fit affects the extent to which a stakeholder perceives CSR company commitment, values and behaviors and, therefore, stakeholder identification in a company and his/her loyalty to it. Consequently, it is important to measure the alignment or the gap between stakeholder CSR demands, values, preferences and perceptions, and the company CSR disclosed commitment, values and policies. In this paper, in order to assess the company-stakeholder fit about corporate responsibility, an innovative CSR fit positioning matrix is proposed. This matrix is based on the measurement of a company CSR disclosed commitment and stakeholder perceived and required commitment. The matrix is part of a more complex methodology based on Global Reporting Initiative (GRI) indicators, content analysis and stakeholder questionnaires. This methodology provides appropriate indications for helping companies to achieve CSR company-stakeholder fit, by leveraging both CSR commitment and communication. Moreover, it could be used by top management for comparing different companies and stakeholders, and for planning specific CSR strategies, policies and activities.
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Reinvent Capitalism and Unleash Wave of Innovation and Growth," Harvard Business Review, vol. 89, no. 1-2, pp. 62-77, 2011.
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Siegel, ed. Oxford: Oxford University Press, pp. 83-112, 2008.
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intangible assets," Measuring Business Excellence, vol. 12, no. 2, pp.
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information: a stock and flow based methodology," International
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application to the Italian yacht manufacturing sector," Expert Systems
With Applications, vol. 39, pp. 7255-7261, 2012.
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mobile access charges: is it an effective regulatory measure?"
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of an e-learning platform as a mean for the development of the human capital," Behaviour and Information Technology, doi:
10.1080/0144929X.2011.630417, 2011.
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network communities serving local communities," Behaviour and
Information Technology, doi: 10.1080/0144929X.2011.610825, 2011.
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Journal of Business Research, vol. 65, no. 11, pp. 1558-1564, 2012.
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Effectiveness of CSR History in Countering Negative Publicity,"
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competitive advantage and corporate social responsibility," Harvard
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274, 2011.
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Cultural Phases: A Critical Review and a Consolidative Model of
Corporate Social Responsibility Development," International Journal of
Management Reviews, vol. 12, no. 1, pp. 20-38, March 2010.
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between corporate and CSR activities on corporate credibility and
consumer loyalty: the mediating roles of consumer perception of CSR
activities," In Proceedings of the 2nd World Business Ethics Conference.
Hong Kong: HKBU, 2008.
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perceived corporate social responsibility on consumer behavior,"
Journal of Business Research, vol. 59, pp. 46-53, 2006.
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activities: when do they impact perception of sponsor brand?" Journal of
Consumer Psychology, vol. 13, no. 3, pp. 316-327, 2003.
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better? Consumer reactions to corporate social responsibility," Journal
of Marketing Research, vol. 38, no. 2, pp. 225-243, 2001.
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retailer: do they mix?" Journal of Retailing, vol. 76, no. 3, pp. 393-406,
2000.
[19] A. Calabrese, "Service productivity and service quality: A necessary
trade-off?" International Journal of Production Economics, vol. 135, pp.
800-812, 2012.
[20] M. L. Pava, and J. Krausz, "The association between corporate socialresponsibility
and financial performance: The paradox of social cost,"
Journal of Business Ethics, vol. 15, no. 3, pp. 321-357, 1996.
[21] A. Calabrese, and F. Scoglio, "Reframing the past: a new approach in
service quality assessment," Total Quality Management & Business
Excellence, DOI: 10.1080/14783363.2012.733259, 2012.
[22] A. Calabrese, R. Costa, T. Menichini, and F. Rosati, "A positioning
matrix to assess and to develop CSR strategies," World Academy of
Science, Engineering and Technology, vol. 69, pp. 642-648, 2012.
[23] K. L. Becker-Olsen, B. A. Cudmore, and R. P. Hill, "The impact of
perceived corporate social responsibility on consumer behavior,"
Journal of Business Research, vol. 59, pp. 46-53, 2006.
[24] D. W. Greening, and D. B. Turban, "Corporate Social Performance as a
Competitive Advantage in Attracting a Quality Workforce," Business
and Society, vol. 39, no. 3, pp. 254-280, 2000.
[25] D. K. Peterson, "The Relationship Between Perceptions of Corporate
Citizenship and Organizational Commitment," Business and Society,
vol. 43, no. 3, pp. 296-319, 2004.
[26] D. B. Turban, and D. W. Greening, “Corporate Social Performance and
organizational Attractiveness to Prospective Employees,” Academy of
Management Journal, vol. 40, no. 3, pp. 658-672, 1996.
[27] R. Costa, and T. Menichini, “A multidimensional approach for CSR
assessment: the importance of the stakeholder perception,” Expert
Systems with Applications, vol. 40, no. 1, pp. 150–161, 2013.
[28] M. E. Porter, and M. R. Kramer, “Strategy and Society: the link between
competitive advantage and corporate social responsibility,” Harvard Business Review, vol. 84, no. 12, pp. 78-92, 2006.
[29] A. B. Carroll, and K. M. Shabana, “The Business Case for Corporate
Social Responsibility: A Review of Concepts, Research and Practice,”
International Journal of Management Reviews, vol. 12, no. 1, pp. 85-
105, March 2010.
[30] D. J. Vogel, “Is there a market for virtue? The business case for
corporate social responsibility,” California Management Review, vol.
47, pp. 19-45, 2005.
[31] I. E. Berger, P. Cunningham, and M. E. Drumwright, “Mainstreaming
corporate social responsibility: developing market for virtue,” California
Management Review, vol. 49, pp. 132-157, 2007.
[32] A. Karnani, “‘Doing Well by Doing Good’: The Grand Illusion,”
California Management Review, vol. 53, no. 2, pp. 69-86, 2011.
[33] F. Maon, A. Lindgreen, and V. Swaen, “Organizational Stages and
Cultural Phases: A Critical Review and a Consolidative Model of
Corporate Social Responsibility Development,” International Journal of
Management Reviews, vol. 12, no. 1, pp. 20-38, March 2010.
[34] F. Maon, A. Lindgreen, and V. Swaen, “Designing and implementing
corporate social responsibility: a framework grounded in theory and
practice,” Journal of Business Ethics, vol. 87, no. 1, pp. 71-89, 2009.
[35] P. Mirvis, and B. Googins, “Stages of corporate citizenship,” California
Management Review, vol. 26, pp. 104-126, 2006.
[36] L. Treviño, and K. Nelson, Managing Business Ethics: Straight Talk
about How to Do It Right, 4th edn, New York: Wiley, 2007.
[37] R. E. Freeman, “The politics of stakeholder theory: some future
direction,” Business Ethics Quarterly, vol. 4, no. 4, pp. 409-421, 1994.
[38] A. Pomering, and S. Dolnicar “Assessing the Prerequisite of Successful
CSR Implementation: Are Consumers Aware of CSR Initiatives?”
Journal of Business Ethics, vol. 85, pp. 285–301, 2009.
[39] E. Schlossberger, “A New Model of Business: Dual-Investor Theory,”
Business Ethics Quarterly, vol. 4, no. 4, pp. 459-474, 1994.
[40] C. J. Simmons, and K. L. Becker-Olsen, “Achieving marketing
objectives through social sponsorships,” Journal of Marketing, vol. 70,
pp. 154-169, 2006.
[41] M. E. Porter, and M. R. Kramer, “The competitive advantage of
corporate philanthropy,” Harvard Business Review, vol. 80, pp. 56–68,
2002.
[42] D. H. Saiia, A. B. Carroll, and A. K. Buchholtz, “Philanthropy as
strategy: when corporate charity begins at home,” Business and Society,
vol. 42, pp. 169-201, 2003.
[43] G. Capece, “Technological and conceptual accessibility to measure the
soundness of an e-business idea,” Knowledge and Process Management,
vol. 16, no. 2, pp. 49-64, 2009.
[44] P. Capriotti, and A. Moreno, “Corporate citizenship and public relations:
The importance and interactivity of social responsibility issues on
corporate websites,” Public Relations Review, vol. 33, pp. 84–91, 2007.
[45] V. A. Chaudhi, and J. Wang, “Communicating corporate social
responsibility on the Internet,” Management Communication Quarterly,
vol. 21, no. 2, pp. 232–247, 2007.
[46] K. Fukukawa, and J. Moon, “A Japanese model of corporate social
responsibility: A study of website reporting,” The Journal of Corporate
Citizenship, vol. 16, pp. 45–59, 2004.
[47] M. Maynard, and Y. Tian, “Between global and glocal: Content analysis
of the Chinese web sites of the 100 global brands,” Public Relations
Review, vol. 30, pp. 285–291, 2004.
[48] I. Pollach, “Communicating corporate ethics on the World Wide Web: A
discourse analysis of selected company websites,” Business and Society,
vol. 42, pp. 277–287, 2003.
[49] G. Capece, and R. Costa, “Measuring knowledge creation in Virtual
Teams through the Social Network Analysis,” Knowledge Management
Research & Practice, vol. 7, no.4, pp. 329-336, 2009.
[50] C. Dawkins, and F. W. Ngunjiri, “Corporate social responsibility
reporting in South Africa,” Journal of Business Communication, vol. 45,
no. 3, pp. 286–307, 2008.
[51] S. Du, C. B. Bhattacharya, and S. Sen, “Maximizing business returns to
corporate social responsibility (CSR): the role of CSR communication,”
International Journal of Management Reviews, vol. 12, no. 1, pp. 8-19,
2010.
[52] A. L. Kristof, “Person-organization fit: An integrative review of its
conceptualizations, measurement, and implications,” Personnel
Psychology, vol. 49, pp. 1-49, 1996.
[53] Ashforth E. B., and M. Fred, “Social Identity Theory and the
Organization,” The Academy of Management Review, vol. 14, no. 1, pp.
20-39, 1989.
[54] M. Bergami, and R. P. Bagozzi, “Self‐categorization, affective commitment and group self‐esteem as distinct aspects of social identity
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@article{"International Journal of Business, Human and Social Sciences:56910", author = "Armando Calabrese and Roberta Costa and Tamara Menichini and Francesco Rosati", title = "Measuring the CSR Company-Stakeholder Fit", abstract = "As a company competitiveness depends more and more on the relationship with its stakeholders, the topic of companystakeholder fit is becoming increasingly important. This fit affects the extent to which a stakeholder perceives CSR company commitment, values and behaviors and, therefore, stakeholder identification in a company and his/her loyalty to it. Consequently, it is important to measure the alignment or the gap between stakeholder CSR demands, values, preferences and perceptions, and the company CSR disclosed commitment, values and policies. In this paper, in order to assess the company-stakeholder fit about corporate responsibility, an innovative CSR fit positioning matrix is proposed. This matrix is based on the measurement of a company CSR disclosed commitment and stakeholder perceived and required commitment. The matrix is part of a more complex methodology based on Global Reporting Initiative (GRI) indicators, content analysis and stakeholder questionnaires. This methodology provides appropriate indications for helping companies to achieve CSR company-stakeholder fit, by leveraging both CSR commitment and communication. Moreover, it could be used by top management for comparing different companies and stakeholders, and for planning specific CSR strategies, policies and activities.
", keywords = "Company-Stakeholder fit, Corporate Social Responsibility (CSR), CSR Positioning Matrix, Global Reporting Initiative (GRI), Stakeholder Orientation.", volume = "6", number = "11", pages = "3085-7", }
