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Doing CSR: An Intraorganizational Pe...

Chaiy, Heajung Clarissa.

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Doing CSR: An Intraorganizational Perspective.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Doing CSR: An Intraorganizational Perspective./
作者:	Chaiy, Heajung Clarissa.
面頁冊數:	133 p.
附註:	Source: Dissertation Abstracts International, Volume: 76-02(E), Section: A.
Contained By:	Dissertation Abstracts International76-02A(E).
標題:	Organization theory. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3638144
ISBN:	9781321216554

Doing CSR: An Intraorganizational Perspective.
Chaiy, Heajung Clarissa.

Doing CSR: An Intraorganizational Perspective. - 133 p.

Source: Dissertation Abstracts International, Volume: 76-02(E), Section: A.

Thesis (Ph.D.)--Northwestern University, 2014.

This item must not be sold to any third party vendors.

Despite the recent surge in academic interest, corporate social responsibility (CSR) has yet to clearly demonstrate its financial profitability and measurability. Based on this, I aim to answer the question, how does lack of objective measurement system and financial contribution affect CSR's implementation and practice in an organizational setting? By focusing on CSR as a part of a larger chain of social interactions within an organization, I shed light on the integration and the actual practice of CSR with regards to the uncertainties associated with it. This dissertation is based on ethnographic fieldwork from two international sites at a large multinational corporation. Using more than 800 hours of participant observation and interviews, I provide a unique, fine-grained insight to the existing CSR literature.

ISBN: 9781321216554Subjects--Topical Terms:

2122787
Organization theory.

Doing CSR: An Intraorganizational Perspective.
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245 1 0 $a Doing CSR: An Intraorganizational Perspective.
300 $a 133 p.
500 $a Source: Dissertation Abstracts International, Volume: 76-02(E), Section: A.
500 $a Adviser: Brayden G. King.
502 $a Thesis (Ph.D.)--Northwestern University, 2014.
506 $a This item must not be sold to any third party vendors.
520 $a Despite the recent surge in academic interest, corporate social responsibility (CSR) has yet to clearly demonstrate its financial profitability and measurability. Based on this, I aim to answer the question, how does lack of objective measurement system and financial contribution affect CSR's implementation and practice in an organizational setting? By focusing on CSR as a part of a larger chain of social interactions within an organization, I shed light on the integration and the actual practice of CSR with regards to the uncertainties associated with it. This dissertation is based on ethnographic fieldwork from two international sites at a large multinational corporation. Using more than 800 hours of participant observation and interviews, I provide a unique, fine-grained insight to the existing CSR literature.
520 $a Chapter one investigates the role of intraorganizational status and its manifestation in the adoption process of an uncertain practice, CSR. My findings suggest that uncertain practice associated with low status workgroups have harder time becoming legitimized while undivided executive support mitigated the liability of uncertainty. Moreover, I find that lower status CSR team tended to form horizontal, resource-based relationships while higher status CSR team focused on forming vertical relationships to maintain their status in the organization.
520 $a Chapter two explores the formulation of organizational identity consensus in a contentious, multiple-identity organizational environment by observing the relationship between the expatriates and the host country nationals (HCN) at an international subsidiary. Contrary to existing research, data suggests that organizational identity is not easily disseminated through social or informal channels in a multi-identity environment. I find that as the external status and reputation between the two conflicting demographics converged, their organizational identity communication and subsequent workflow became less conflicted.
520 $a In chapter three, issue selling behavior of the CSR team illustrates that attention structure of the organization directly impacts how issues are presented by middle managers and attended to by the executive management. Data suggests that in an organization where decision-makers routinely allocate attention towards novelty due to lack of other performance measurements, the demand for novelty exceeds the supply of worthy new ideas, forcing the organization to generate and attend to new projects regardless of its quality.
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792 $a 2014
793 $a English
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