Complete and Partial Organizing for Corporate Social Responsibility

Andreas Rasche, Frank de Bakker, Jeremy Moon

    Research output: Contribution to journalJournal articleResearchpeer-review

    Abstract

    This paper investigates different modes of organizing for corporate social responsibility (CSR). Based on insights from organization theory, we theorize two ways to organize for CSR. 'Complete' organization for CSR happens within businesses and depends on the availability of certain organizational elements (e.g., membership, hierarchy, rules, monitoring, and sanctioning). By contrast, 'partial' organization for CSR happens when organizers do not have direct access to all these organizational elements. We discuss partial organization for CSR by analyzing how standards and cross-sector partnerships make selective use of organizational elements. We maintain that an important feature of the increasing institutionalization of CSR-not only within businesses but also among non-governmental, governmental, and professional actors-is the rise of partial forms of organization. We discuss the contributions to this Special Issue in the context of our theorization of complete/partial organization for CSR and outline avenues for further research
    Original languageEnglish
    JournalJournal of Business Ethics
    Volume115
    Issue number4
    Pages (from-to)651-663
    ISSN0167-4544
    DOIs
    Publication statusPublished - 2013

    Cite this

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    title = "Complete and Partial Organizing for Corporate Social Responsibility",
    abstract = "This paper investigates different modes of organizing for corporate social responsibility (CSR). Based on insights from organization theory, we theorize two ways to organize for CSR. 'Complete' organization for CSR happens within businesses and depends on the availability of certain organizational elements (e.g., membership, hierarchy, rules, monitoring, and sanctioning). By contrast, 'partial' organization for CSR happens when organizers do not have direct access to all these organizational elements. We discuss partial organization for CSR by analyzing how standards and cross-sector partnerships make selective use of organizational elements. We maintain that an important feature of the increasing institutionalization of CSR-not only within businesses but also among non-governmental, governmental, and professional actors-is the rise of partial forms of organization. We discuss the contributions to this Special Issue in the context of our theorization of complete/partial organization for CSR and outline avenues for further research",
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    author = "Andreas Rasche and {de Bakker}, Frank and Jeremy Moon",
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    Complete and Partial Organizing for Corporate Social Responsibility. / Rasche, Andreas; de Bakker, Frank; Moon, Jeremy.

    In: Journal of Business Ethics, Vol. 115, No. 4, 2013, p. 651-663.

    Research output: Contribution to journalJournal articleResearchpeer-review

    TY - JOUR

    T1 - Complete and Partial Organizing for Corporate Social Responsibility

    AU - Rasche, Andreas

    AU - de Bakker, Frank

    AU - Moon, Jeremy

    PY - 2013

    Y1 - 2013

    N2 - This paper investigates different modes of organizing for corporate social responsibility (CSR). Based on insights from organization theory, we theorize two ways to organize for CSR. 'Complete' organization for CSR happens within businesses and depends on the availability of certain organizational elements (e.g., membership, hierarchy, rules, monitoring, and sanctioning). By contrast, 'partial' organization for CSR happens when organizers do not have direct access to all these organizational elements. We discuss partial organization for CSR by analyzing how standards and cross-sector partnerships make selective use of organizational elements. We maintain that an important feature of the increasing institutionalization of CSR-not only within businesses but also among non-governmental, governmental, and professional actors-is the rise of partial forms of organization. We discuss the contributions to this Special Issue in the context of our theorization of complete/partial organization for CSR and outline avenues for further research

    AB - This paper investigates different modes of organizing for corporate social responsibility (CSR). Based on insights from organization theory, we theorize two ways to organize for CSR. 'Complete' organization for CSR happens within businesses and depends on the availability of certain organizational elements (e.g., membership, hierarchy, rules, monitoring, and sanctioning). By contrast, 'partial' organization for CSR happens when organizers do not have direct access to all these organizational elements. We discuss partial organization for CSR by analyzing how standards and cross-sector partnerships make selective use of organizational elements. We maintain that an important feature of the increasing institutionalization of CSR-not only within businesses but also among non-governmental, governmental, and professional actors-is the rise of partial forms of organization. We discuss the contributions to this Special Issue in the context of our theorization of complete/partial organization for CSR and outline avenues for further research

    KW - Complete organization

    KW - Corporate social responsibility

    KW - Cross-sector partnerships

    KW - CSR standards

    KW - Institutional theory

    KW - Organization studies

    KW - Partial organization

    U2 - 10.1007/s10551-013-1824-x

    DO - 10.1007/s10551-013-1824-x

    M3 - Journal article

    VL - 115

    SP - 651

    EP - 663

    JO - Journal of Business Ethics

    JF - Journal of Business Ethics

    SN - 0167-4544

    IS - 4

    ER -