Abstract
Recently, a number of positions with corporate social responsibility (CSR) in the position title have been introduced to the top management teams (TMTs) of some of the world’s largest corporations. I explore this phenomenon. I revisit 10 such positions identified in a previous study to add a longitudinal aspect. I then focus on three case companies from within this selection- H&M, Mattel, and Storebrand- whereby I employ the Weberian distinction between formal and substantive rationality to identify the rationales expressed by members of these TMTs for including a CSR position to the TMT. This Weberian distinction serves as a useful
means through which to identify and describe tensions that become apparent when the CSR agenda is considered. Additionally, I show the CSR TMT position may indicate the establishment of a “CSR bureaucracy” within these case companies where the CSR TMT position represents the “office holder” at the top of the corporation’s CSR bureaucracy.
means through which to identify and describe tensions that become apparent when the CSR agenda is considered. Additionally, I show the CSR TMT position may indicate the establishment of a “CSR bureaucracy” within these case companies where the CSR TMT position represents the “office holder” at the top of the corporation’s CSR bureaucracy.
| Original language | English |
|---|---|
| Publication date | 2012 |
| Number of pages | 34 |
| Publication status | Published - 2012 |
| Event | 72nd Annual Meeting of the Academy of Management, AOM 2012: The Informal Economy - Boston, United States Duration: 3 Aug 2012 → 7 Aug 2012 Conference number: 72 http://annualmeeting.aomonline.org/2012/ |
Conference
| Conference | 72nd Annual Meeting of the Academy of Management, AOM 2012 |
|---|---|
| Number | 72 |
| Country/Territory | United States |
| City | Boston |
| Period | 03/08/2012 → 07/08/2012 |
| Other | The Informal Economy |
| Internet address |