RESPONSE - Insead

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Methodology Experiment Protocols Table 28. Rationale and scope of the four experimental settings Industry Type of Intervention Scope of Intervention Objective Pharma 1 shot controlled IT #1 1 shot controlled IT #2 Natural Resources 2 samples, 2 step (Crossover) bet. them 3 samples, 1 shot. Passive & active control 1 country: managers across all functions 6 countries: all CSR professionals, onetoone coaching 10 European countries: Learning professionals 1 country: young, ‘high potential”, managers No of participants Pilot: control for cultural characteristics and test for different functional background 10 Pilot: control for professional background and test for cultural differences. 8 Control for professional profile; test for cultural differences and different coaching group size 44 Control for country; all alumni of company training on CSR; Control for active relaxation coaching (hatha yoga) 31 Total 93 <strong>RESPONSE</strong>: understanding and responding to societal demands on corporate responsibility 68
Findings: Developing Social Consciousness and SRB in Managers (Objective 4) Introduction 9 Findings: Developing Social Consciousness and SRB in Managers (Objective 4) 9.1 Introduction The previous two chapters set out the theoretical basis and methodology for the experimental designs. This chapter presents results of experimental interventions designed to help managers develop their sensitivity towards the social impact of their decisions and actions (Social Consciousness) and thus enact more frequently Socially Responsible Behaviour (SRB). At the aggregate level, and in connection to the analysis in Part 1, the development of Social Consciousness is expected to enhance the Cognitive Alignment between the organization and its stakeholders, and the enactment of Socially Responsible Behaviour by managers is expected to improve the organizational response to stakeholders’ demands and thus enhance Corporate Social Performance. The next section presents the analysis of how higher levels of Social Consciousness affect Socially Responsible Behaviour. Then, the results of the experiments will discuss the extent to which managerial training techniques can influence Social Consciousness levels, thus completing the study of the causal chain that goes from Managerial Training to Social Consciousness development and from Social Consciousness development to Socially Responsible Behaviour (see Figure 10 in Chapter 7). 9.2 Impact of Social Consciousness on Socially Responsible Behaviour In the websurvey developed for the experimental portion of the study SRB is measured according to participants’ responses to four ethical dilemmas as described below. 1. Product safety – whether to withdraw a product from the market to conduct sufficient safety testing 2. Labour conditions tradeoff between low cost production and quality of working conditions in a decision about a plant closure 3. Product access tradeoff between economic profit and access to medicine for the world’s poor 4. Community development – trade off between labour productivity and allowing staff to volunteer for community development projects A factor analysis was applied to the responses 21 to the four dilemmas described above, which resulted in an interesting distinction between two dimensions of Socially Responsible Behaviour (SRB): 1. the first two scenarios described above, related to product safety and labour condition issues, loaded on one factor, which we labelled ‘do no harm’ SRB. 2. The third and fourth scenarios load on a different factor, related to product access and community development, loaded on a separate factor, which we labelled “do good” SRB. In and of itself, this is an important finding that corroborates the theoretical framework developed for the analysis of the responses to the interview protocol (see the first framework described in section 5.2). 21 Since this exercise is aimed at providing a baseline evaluation of the link between social consciousness and SRB, we broadened the analysis to a random sample of 266 managers in two large companies (also participating companies in the case analysis study), selected among all managers in level 2 to 4 across all countries. These managers participated (with a 35% response rate) in a large scale websurvey which included the same items used in the measurement survey for the experiment. This allows us to validate Hypothesis 1 with a larger population of managers and with broader representation of the global management population, given the randomization process to select the sample of invitees. <strong>RESPONSE</strong>: understanding and responding to societal demands on corporate responsibility 69
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SIXTH FRAMEWORK PROGRAMME PRIORITY
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Contents Executive summary 6 1 Intr
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Tables Table 1. Typology of factors
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Executive summary Recommendations c
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Executive summary Recommendations l
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Executive summary Recommendations r
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Introduction Aims of this study “
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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
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Page 31 and 32: Methodology CrossPair Comparison
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Page 51 and 52: Findings: Internal factors and cogn
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Page 83 and 84: Recommendations Recommendations for
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RESPONSE - Insead

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