Dear Colleagues, I created a Model for managing a socially responsible corporate reputation as the foundation of my study entitled Communication on corporate social responsibility and the management of responsible corporate reputation. The study has been reviewed and is due to be published. I will highly appreciate your comments on the proposed model.
I am not a big specialist in CSR, but I suppose that CSR starts from the vision of organisation's CEO or leader. Not the principles of CSR impact on leader's vision, but leader impacts on these principles and transforms them according to his\her vision. But it is a very debatable question and these questions are interconnected. There is no linear connection.
Yanica. I find this a very interesting model. The link between CSR and Reputation is one that we are also investigating in South Africa. As a developing nation, the role of companies in solving specific social issues is very topical. The link between irresponsible behaviour and reputation damage has been illustrated in many case studies. However, proving a link between responsible behaviour and reputation gain needs to be established. Your work is important. I would add the setting of CSR goals and the measuring of it more clearly - it is important that a company can justify the resources spent on CSR by showing goals achieved through measurement. Maybe add it to the block "CSR Principles (+ goals + measurement)? I would love to read this when you are finished!
Neeltje du Plessis: University of Pretoria, South Africa.
Dear Neeltje, Thank you for the helpful and constructive proposal! The article is currently in print, but I will take it for granted in my future work. I will be happy to send you the item when you publish it, and I will be glad to share your opinion!
Best regards!
Yanica
"Corporations cannot restrict their actions and communication regarding social issues in management to one single domain. Several complementary issues have to be addressed simultaneously. This combined multidimensional approach will result in mutual reinforcements of the message." (1) With this sentence I will try to reinforce my comment : communication must be a result of the strategic CSR of the organization or a clear message will be effective for the company if it is presented facts and realities of the organization otherwise the communication will send a distorted message. In this sense I am not sure that there are internal-stakeholders because if these exist the organization has in its vision aspects not contemplated in your organization.
(1) Corporate Governance in the Debate on CSR and Ethics: Sensemaking of Social Issues in Management by Authorities and CEOS
Dear Marcel Mancill,
Thank you for your comment!
Best regards!
Yanica Dimitrova
Hello Yanica,
In a recent reply to a related CSR question, I mentioned work that I have done with colleagues (see attached 2008 paper that is referenced in my ResearchGate profile), where we put the accent on a transparent structuring across stakeholders and across performance/acceptability issues. This two-dimensional framework can be used in a static (or iterative) way to form a multi-criteria multi-actor profile of CSR performance (hence,, a vision of reputation). It can also be used in a dynamic way as a frame for a company's assessment of risks (across differentperformance/responsibility domains, in the eyes of different stakeholders) and/or as a frame for structuring dialogue with stakeholders as part of strategy development. These considerations may beuseful in the implementation or refinement of your own 'model'.
Best regards,
Martin O'CONNOR
Hello Martin,
Thank you very much for the direction of your research! I will be extremely useful for both the current model and my future work on CSR domain research.
Best regards,
Yanica
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