Abstract
CSR has achieved notable successes, but widely publicized failures reveal persistent gaps in how businesses prioritize socially responsible behavior. Rather than focusing on the causes of these failures, we examine the mechanisms that motivate firms to adopt CSR practices. We argue that businesses respond to three primary sources of mobilized influence: societal expectations, governmental action, and financial incentives or penalties. With society as the underlying wellspring of consumer behavior, public opinion and social norms that directly affect revenue streams and brand value, while also shaping government agendas and regulatory environments. Government exerts its influence through regulation and the allocation of political and economic resources that can affect corporate incentives. We also propose that social motivation should be broken down into three components: social movements, individual beliefs, and impact on self. The need to belong, the alignment of individual belief systems, and the impact of an issue on an individual serve as a powerful motivational combination; when coordinated with other like-minded individuals, this can lead to social movements of consequence. Viewed through this perspective, encouraging socially responsible business conduct requires an understanding of the methods for coordination and mobilization of societal will behind a movement and the means to motivate, organize, and channel these forces to influence firms’ strategic decisions towards genuine CSR adoption.
Presenters
Douglas ChunAssociate Professor, College of Business, University of La Verne, California, United States
Details
Presentation Type
Paper Presentation in a Themed Session
Theme
KEYWORDS
CSR, Ethics, Motivation, Government Regulation, Consumer Behavior, Social Norms, Change
