Political corporate social responsibility: reviewing theories and setting new agendas

Frynas, Jedrzej George and Stephens, Siân (2015) Political corporate social responsibility: reviewing theories and setting new agendas. International Journal of Management Reviews, 17 (4). pp. 483-509. ISSN 1468-2370 (doi:10.1111/ijmr.12049)

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Abstract

There has been rising interest in political corporate social responsibility (political CSR), defined as activities where CSR has an intended or unintended political impact, or where intended or unintended political impacts on CSR exist. Based on a survey and content analysis of 146 peer-reviewed academic articles from 18 journals over the 14-year period 2000–2013, this paper systematically reviews the existing applications of general theories (such as legitimacy theory, the resource-based view and Habermasian political theory) within the political CSR literature.The survey indicates that the political CSR field is dominated by institutional theory and stakeholder theory, but future theory development needs to go beyond these theories in order to address a number of critical gaps. This review specifically points to several avenues for future political CSR research with regard to the individual level of analysis, domain integration and political CSR in multinational enterprises. The paper ends with a call for a new theory-informed and pluralist research agenda on political CSR to integrate different perspectives and re-examine the role of the state.

Item Type: Article
Additional Information: A free Teaching and Learning Guide to accompany this article is available at: http://onlinelibrary.wiley.com/journal/10.1111/(ISSN)1468-2370/homepage/teaching___learning_guides.htm
Research Areas: A. > Business School > International Management and Innovation
A. > Business School > International Management and Innovation > Corporate Social Responsibility and Business Ethics group
Item ID: 18235
Notes on copyright: © 2014 The Authors. International Journal of Management Reviews published by the British Academy of Management and John Wiley & Sons Ltd. This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.
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Depositing User: George Frynas
Date Deposited: 20 Oct 2015 09:55
Last Modified: 03 Aug 2019 09:29
URI: https://eprints.mdx.ac.uk/id/eprint/18235

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