RESPONSE - Insead

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Findings: Managers’ understandings of CSR (Objective 1) Managers’ understandings of CSR Figure 6: Scope of Firms’ Social Consciousness in Managers’ and Stakeholders’ Interviews World view broad World view narrow Stakeholder view broad Stakeholder view narrow Firm view broad Firm view narrrow 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 4% 11% 8% 12% 23% 41% RESPONSE: understanding and responding to societal demands on corporate responsibility 8% 26% 28% 4% 15% 20% Managers Stakeholders Table 11. Variation between Managers and Stakeholders in Framing CSR The Firm View The Stakeholder View (Extended Enterprise) The World View (Global Citizen) Narrow 20.6% 8.2% (14.1%) 14.7% Broad 8.7% (19.3%) (4%) (14.6%) Total 29.3% (11.1%) (18.1%) 0% The analysis shows a significant difference between managers and stakeholder representatives in the way they frame the concept of CSR, along both the dimensions taken into consideration: Total a. Along the first dimension, managers have a much more firmfocused conceptualisation of CSR (almost twice the frequency, 64% vs. 34%) , and consequently a more infrequent framing through a stakeholder (20% vs. 31%) and, even more, a “world” view (15.6% vs. 33.7%). b. Along the second dimension (“depth” of the concept, within a given view), managers show a significant gap vs. their stakeholders in that their responses tend to be more narrowly focused compared to those provided by stakeholders (diff. about 15%). This result can be interpreted to mean that the misalignment between managers and stakeholders is fundamentally rooted in a different perspective as to the “raison d’etre” of the corporation and its role visàvis society. Stakeholders have a much broader frame of reference about the purpose of the corporation, which they tend to view as a global (corporate) citizen, with its rights and duties, whereas two thirds of the managers interviewed reveal a narrower conceptualisation the corporation, limited to its legal and operational boundaries. Equally important, stakeholders seem to be more advanced in a 40
Findings: Managers’ understandings of CSR (Objective 1) Magnitude of cognitive gaps (Objective 1) hypothetical “evolutionary” process of their conceptualisation of CSR, showing a deeper understanding of the concept relative to managers, particularly in the “world view” framing. 4.3 Magnitude of cognitive gaps (Objective 1) This section presents quantitative findings on the cognitive alignment between managers and stakeholders at each company. It thus opens the ‘black box’ related to ‘cognition’ in the RESPONSE model as indicated in Figure 7 below. Alignment is measured in terms of four types of cognitive gap. The results of this section address research Objective 1. Figure 7: RESPONSE model 4.3.1 Cognitive gaps by company The following table provides an overview of the magnitude of the four cognitive gaps for each of the 19 companies. These represent the four dimensions of cognitive alignment that we described in Section 4.2.2. RESPONSE: understanding and responding to societal demands on corporate responsibility 41
Page 1 and 2: SIXTH FRAMEWORK PROGRAMME PRIORITY
Page 3 and 4: Contents Executive summary 6 1 Intr
Page 5 and 6: Tables Table 1. Typology of factors
Page 7 and 8: Executive summary Recommendations c
Page 9 and 10: Executive summary Recommendations l
Page 11 and 12: Executive summary Recommendations r
Page 13 and 14: Introduction Aims of this study “
Page 15 and 16: PART I: CSR AND COGNITIVE ALIGNMENT
Page 17 and 18: A model of cognitive alignment and
Page 25 and 26: Methodology Scope 3 Methodology 3.1
Page 27 and 28: Methodology Company case studies Th
Page 29 and 30: Methodology Case comparison Analysi
Page 31 and 32: Methodology CrossPair Comparison
Page 33 and 34: Findings: Managers’ understanding
Page 39: Findings: Managers’ understanding
Page 45 and 46: Findings: External factors and cogn
Page 51 and 52: Findings: Internal factors and cogn
Page 59 and 60: A Model of Social Consciousness and
Page 65 and 66: Methodology Experiment Settings 8.3
Page 67 and 68: Methodology Experiment Protocols ev
Page 69 and 70: Findings: Developing Social Conscio
Page 77 and 78: Conclusions from study findings Ass
Page 79 and 80: Conclusions from study findings Dev
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