Exploring the Rationales Expressed for Including a CSR Position to the Top Management Team

    Research output: Contribution to conferencePaperResearchpeer-review

    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.
    Original languageEnglish
    Publication date2012
    Number of pages34
    Publication statusPublished - 2012
    EventThe Academy of Management Annual Meeting 2012: The Informal Economy - Boston, United States
    Duration: 3 Aug 20127 Aug 2012
    Conference number: 72
    http://annualmeeting.aomonline.org/2012/

    Conference

    ConferenceThe Academy of Management Annual Meeting 2012
    Number72
    CountryUnited States
    CityBoston
    Period03/08/201207/08/2012
    OtherThe Informal Economy
    Internet address

    Bibliographical note

    CBS Library does not have access to the material

    Cite this

    Strand, R. (2012). Exploring the Rationales Expressed for Including a CSR Position to the Top Management Team. Paper presented at The Academy of Management Annual Meeting 2012, Boston, United States.
    Strand, Robert. / Exploring the Rationales Expressed for Including a CSR Position to the Top Management Team. Paper presented at The Academy of Management Annual Meeting 2012, Boston, United States.34 p.
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    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 usefulmeans 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.",
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    Strand, R 2012, 'Exploring the Rationales Expressed for Including a CSR Position to the Top Management Team' Paper presented at, Boston, United States, 03/08/2012 - 07/08/2012, .

    Exploring the Rationales Expressed for Including a CSR Position to the Top Management Team. / Strand, Robert.

    2012. Paper presented at The Academy of Management Annual Meeting 2012, Boston, United States.

    Research output: Contribution to conferencePaperResearchpeer-review

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    N2 - 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 usefulmeans 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.

    AB - 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 usefulmeans 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.

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    Strand R. Exploring the Rationales Expressed for Including a CSR Position to the Top Management Team. 2012. Paper presented at The Academy of Management Annual Meeting 2012, Boston, United States.