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"Putting the S Back in Corporate Social Responsibility: A Multi-Level Theory of Social Change in Organizations"

Ruth V. Aguilera, Deborah E. Rupp, Cynthia Williams, and Jyoti Ganapathi

 

First Author :

Ruth V. Aguilera
Business Administration
University of Illinois at Urbana-Champaign
1206 S. Sixth Street
M/C 706
Champaign, IL 61820
USA

217-333-7090

ruth-agu@uiuc.edu

http://www.business.uiuc.edu/faculty/aguilera.html


Second Author :

Deborah E. Rupp
Labor & Industrial Relations
University of Illinois at Urbana-Champaign
504 E. Armory
M/C 504
Champaign, IL 61820
USA

217-244-4096

derupp@uiuc.edu


Third Author :

Cynthia Williams
College of Law
University of Illinois at Urbana-Champaign
504 W. Pennslyvania
M/C 594
Champaign, IL 61820
USA

217-333-3966

cawillia@uiuc.edu


Fourth Author :

Jyoti Ganapathi
Labor & Industrial Relations
University of Illinois at Urbana-Champaign
504 E. Armory
M/C 504
Champaign, IL 61820
USA

217-333-0984

jganapat@uiuc.edu

 
 
Abstract :
 
This paper provides a multi-level theoretical model to understand why business organizations are increasingly engaging in corporate social responsibility (CSR) initiatives, and thereby exhibiting the potential to exert positive social change. Our model integrates theories of micro-level organizational justice, meso-level corporate governance and macro-level varieties of capitalisms. Using a theoretical framework presented in the justice literature, we argue that organizations are pressured to engage in CSR by many different actors, each driven by instrumental, relational and moral motives. These actors are nested within four "levels" of analysis: individual, organizational, national and transnational. After discussing the motives affecting actors at each level and the mechanisms used at each level to exercise influence, as well as the interactions of motives within levels, we examine forces across levels to propose the complex web of factors, which both facilitate and impede social change by organizations. Ultrimately, this proposed framework can be usd to systematize our understanding of the complex social phenomenon of increasing CSR engagement, and to develop testable hypotheses. We conclude by highlighting some empirical questions for future research, and develop a number of managerial implications.
 
 
Manuscript Received : 2004
Manuscript Published : July 2004
 
 
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