Session 260

CSR Challenges

Track D

Date: Tuesday, October 6, 2015

Track M

Time: 11:00 – 12:15


Room: Governor's Square 10

Session Chair:

  • Yanfei Hu, Western University

Title: Corporate Political Strategy: Market Power, Political Power and Government Decay


  • Glen Taylor, California State University - East Bay
  • Sandy Luong, California State University - East Bay

Abstract: If asked whether or not corporations should be held accountable for the social and environmental consequences of their decisions and actions we are likely to find a growing majority of people answering in the affirmative. If we ask whether corporations should be allowed to monopolize markets, we are likely to find majority opposition to unlimited corporate market power. But if we ask the same question in the political realm, whether or not corporations should be allowed to monopolize the political process, the answer might not seem so clear. Nor is it clear who should be held accountable if corporations develop powerful non-market strategies that degrade the legitimacy of political processes and undermine the institutions of good government.

Title: Organizational Integrity: An Analysis of the Pharmaceutical Industry


  • Denis Arnold, University of North Carolina at Charlotte
  • Tammy E Beck, University of Nebraska-Lincoln
  • Jerry Goodstein, Washington State University-Vancouver
  • Oscar Jerome Stewart, San Francisco State University
  • Jane Thomas, University of North Carolina at Charlotte

Abstract: Organizational integrity manifests through a firm’s actions, behaviors, and decisions that adhere to its stated organizational values. Unfortunately, some firms engage in behaviors that run counter to, or violate, their stated values. Our study explores such violations of stated values (captured as organizational misconduct) in the pharmaceutical industry; a novel context characterized by pervasive misconduct and weak external controls against such behavior. Using a sample of 23 firms, we rely on financial penalty data from state and federal prosecutions for the time period spanning January 2003 through December 2012 to assess organizational misconduct. Using multilevel regression analyses, we will evaluate organization and market-level determinants of organizational misconduct. Specifically, we consider variables of culture, strategy, governance structure, CEO characteristics, and market economy type.

Title: Why Corporate Social Responsibility Cannot be Standardized?


  • Shalu Kalra, Shiv Nadar University
  • Arun Tripathy, Management Development Institute (MDI),

Abstract: Corporate social responsibility is located in wider responsibility systems which involves interaction between various actors belonging to business, government and society. CSR reflects business responsibility for the larger societal good and the challenge is that social responsibility gets contextualized by people, culture, location and national institutional frameworks. Given the complexity, CSR remains a problem of business and the problem is that it means different things to different companies. Meaning of CSR is derived to a large extent by the structure of society, which is not uniform for firms. Prior research has focused on the country level differences in CSR and attributed it to a variety of long-standing, historically entrenched institutions. This study addresses the question of why CSR should not be standardized.

Title: Why Intended CSR Turns Into Unintended CSiR


  • Yanfei Hu, Western University

Abstract: Corporate social irresponsibility (CSiR) is a regular occurrence in society and constitutes an important part of public sentiments toward MNCs. Negative public sentiments have serious consequences for corporate effectiveness and MNC alignment with broader societal interests. However CSiR received scant attention from strategy scholars. I investigate why, and under what conditions, an MNC may “unintentionally” become socially irresponsible. Using concepts of resources and costs, I cast the problem as a failure for the MNC to coordinate its spatial and temporal interfaces with societies. I subsequently proposed solutions alleviating problems of social coordination. I contribute to a more nuanced understanding of CSiR, and add to the coordination literature by highlighting the need for an MNC to coordinate with heterogeneous socio-political interfaces in addition to product/market environments.

All Sessions in Track D...

Mon: 11:15 – 12:30
Session 257: Explaining CSR: Internal Factors
Mon: 13:45 – 15:00
Session 258: Explainng CSR: External Factors
Tue: 11:00 – 12:15
Session 260: CSR Challenges
Tue: 15:45 – 17:00
Session 265: Performance Effects of CSR and Non Market Strategy

All Sessions in Track M...

Sun: 08:00 – 09:15
Session 49: Stakeholder Strategy and Corporate Growth
Sun: 09:45 – 11:00
Session 48: On Teaching CSR as a Strategic Management Topic
Sun: 11:15 – 12:30
Session 47: On the Emerging B Corp Phenomenon and the Future of Capitalism
Sun: 17:45 – 00:00
Session 322: Stakeholder Strategy Business Meeting
Mon: 08:00 – 09:15
Session 39: Who is a stakeholder?
Mon: 11:15 – 12:30
Session 34: New Explanations of Contextual Differences in CSR
Session 244: Legitimacy, Stakeholders, and Competition
Session 257: Explaining CSR: Internal Factors
Mon: 13:45 – 15:00
Session 37: Political Ties: Knots or Bows?
Mon: 16:45 – 18:00
Session 42: The Word is Out! Stakeholder Responses to Public Signals of Firms' Behaviors
Session 89: Integrating Theories of Stakeholders, Ownership, Governance and Boards
Tue: 08:00 – 09:15
Session 43: First Principles in Creating Value: Stakeholder Theory
Tue: 11:00 – 12:15
Session 260: CSR Challenges
Tue: 14:15 – 15:30
Session 44: What's New? Intersecting Stakeholders with Entrepreneurial Industries, Firms, and Organizational Forms
Tue: 15:45 – 17:00
Session 46: Accidents, Disasters, and Stakeholder Demands
Session 265: Performance Effects of CSR and Non Market Strategy
Tue: 17:30 – 18:45
Session 90: Stakeholder Strategies in Emerging Markets

Strategic Management Society