Stakeholder management and collective value creation:
employee engagement policies in corporate social responsibility practices
DOI:
https://doi.org/10.70612/gedeco.4.1053Keywords:
Stakeholder management, Corporate Social Responsibility, Employee engagement, Collective value creationAbstract
Based on Stakeholder Theory (ST), this study aims to understand how an organization creates value for all related parties through Corporate Social Responsibilities (CSR) practices while gaining legitimacy. To achieve this objective, a case study was carried out in a multinational enterprise considered a reference in CSR practices based in Brazil. The data were collected by documents and interviews. The study reveals how the engagement of internal stakeholders in CSR practices contributes to the creation of organizational value by promoting and sustaining the organizational legitimacy of a company as being socially responsible. The study highlights the contributions of employees, as an internal, latent and expectant stakeholders, acting in different contexts. These characteristics can fluctuate, and this must be considered in managing relationships with stakeholders. One of the conditions that enable stakeholder engagement is the co-creation process of collective value; as a process that brings mutual benefits. However, at the same time, one of the outcomes of stakeholder engagement is the collective value.
Downloads
References
ADAMS, C.; ZUTSHI, A. Corporate Social Responsibility: Why Business Should Act Responsibly and Be Accountable. Australian Accounting Review, v. 14, n. 34, p. 31–39, nov. 2004. https://doi.org/10.1111/j.1835-2561.2004.tb00238.x
AGUILERA-CARACUEL, J.; GUERRERO-VILLEGAS, J.; GARCÍA-SÁNCHEZ, E. Reputation of multinational companies: Corporate social responsibility and internationalization. European Journal of Management and Business Economics, v. 26, n. 3, p. 329–346, 2 out. 2017. https://doi.org/10.1108/EJMBE-10-2017-019
BONDY, K.; CHARLES, A. Mitigating Stakeholder Marginalisation with the Relational Self. Journal of Business Ethics, v. 165, n. 1, p. 67–82, 19 dez. 2018. https://doi.org/10.1007/s10551-018-4085-x
BOUTILIER, R., Thomson, I. (2011). Modelling and measuring the social license to operate: fruits of a dialogue between theory and practice. Social Licence, v. 1, p. 1-10. https://socialicense.com/publications/Modelling%20and%20Measuring%20the%20SLO.pdf
CARROLL, A. B. A Three-Dimensional Conceptual Model of Corporate Performance. Academy of Management Review, v. 4, n. 4, p. 497–505, out. 1979. https://journals.aom.org/doi/abs/10.5465/amr.1979.4498296
CARROLL, A. B. The Pyramid of Corporate Social Responsibility: toward the Moral Management of Organizational Stakeholders. Business Horizons, v. 34, n. 4, p. 39–48, 1991. https://doi.org/10.1016/0007-6813(91)90005-G
CARROLL, A. B.; BROWN, J.; BUCHOLTZ, A. K. Business & Society: Ethics, sustainability & stakeholder management (2nd). Cengage Learning. 2017.
CHARLES, A. Exchange Entitlement Mapping: theory and evidence. Springer. 2012.
CLARKSON, M. Stakeholder framework for analyzing and evaluating corporate social performance. Academy of Management Review, v. 20, n. 1, p. 92-117. 1995 https://www.jstor.org/stable/258888
COOREN, F. A communicative constitutive perspective on corporate social responsibility: Ventriloquism, undecidability, and survivability. Business and Society, 59(1), 157–197. 2020. https://doi.org/10.1177/0007650318791780
DE ABREU, M. C. S., Da Silva, F. R.; DA CUNHA, L. T. Diferentes percepções sobre a responsabilidade social corporativa em empresas líderes do Brasil e da Índia. Revista Eletrônica de Negócios Internacionais (Internext), v. 10, n. 1, p. 18-29. 2015. https://www.redalyc.org/articulo.oa?id=557557898003
DE GOOYERT, V. et al. Reviewing the role of stakeholders in operational research: A stakeholder theory perspective. European Journal of Operational Research, v. 262, n. 2, p. 402-410. 2017. https://doi.org/10.1016/j.ejor.2017.03.079
DONALDSON, T., PRESTON, L. E. The stakeholder theory of the corporation: Concepts, evidence, and implications. Academy of Management Review, v. 20, n. 1, p. 65-91. 1995. https://www.jstor.org/stable/258887
EDINGER-SCHONS, L. M., LENGLER-GRAIFF, L., SCHEIDLER, S., MENDE, G., WIESEKE, J. Listen to the voice of the customer—First steps towards stakeholder democracy. Business Ethics: A European Review, 29(3), 510–527. 2020. https://doi.org/10.1111/beer.12252
FREEMAN, R. E. Strategic management: a stakeholder approach. Boston: Pitman. 1984. https://doi.org/10.1111 / b.9780631218616.2006.x
FREEMAN, R. E., WICKS, A.C., PARMAR, B. Stakeholder theory and the corporate objective revisited. Organization Science, v. 15, n. 3, p. 364-369, 2004. https://doi.org/10.1287/orsc.1040.0066
FREEMAN, R. E., HARRISON, J. S., WICKS, A. C. Managing for stakeholders: survival, reputation, and success. Yale University Press. 2007.
FREEMAN, R. E., AUSTER, E. R. Values, authenticity, and responsible leadership. In: Responsible Leadership. Springer, Dordrecht, p. 15-23. 2011. https://doi.org/10.1007/978-94-007-3995-6_3
FREEMAN, R. E., PHILLIPS, R., SISODIA, R. Tensions in stakeholder theory. Business & society, v. 59, n. 2, p. 213-231. 2020. https://doi.org/10.1177/0007650318773750
FREUDENREICH, B., LÜDEKE-FREUND, F., SCHALTEGGER, S. A stakeholder theory perspective on business models: Value creation for sustainability. Journal of Business Ethics, v. 166, n. 1, p. 3-18. 2020. https://doi.org/10.1007/s10551-019-04112-z
GARRIGA, E. Beyond stakeholder utility function: Stakeholder capability in the value creation process. Journal of Business Ethics, 120(4), pp. 489-507. 2014. https://www.jstor.org/stable/42921353
HARRISON, J. S., BOSSE, D. A., PHILLIPS, R. A. Managing for stakeholders, stakeholder utility functions, and competitive advantage. Strategic Management Journal, 31(1), 58-74. 2010. https://doi.org/10.1002/smj.801
HARRISON, J. S., WICKS, A. C. Stakeholder theory, value, and firm performance. Business Ethics Quarterly, 23(1), 97–124. 2013. https://doi.org/10.5840/beq20132314
HØVRING, C. M., ANDERSEN, S. E., NIELSEN, A. E. Discursive tensions in CSR multi-stakeholder dialogue: A Foucauldian perspective. Journal of Business Ethics, v. 152, n. 3, p. 627-645. 2018. https://doi.org/10.1007/s10551-016-3330-4
HUSTED, B. W., ALLEN, D. B. Corporate social strategy in multinational enterprises: Antecedents and value creation. Journal of Business Ethics, v. 74, n. 4, p. 345-361. 2007. https://doi.org/10.1007/s10551-007-9511-4
JAMALI, D. CSR in developing countries through an institutional lens. In: Corporate social responsibility and sustainability: emerging trends in developing economies. Emerald Group Publishing Limited. 2014. https://www.emerald.com/insight/content/doi/10.1108/S2043-905920140000008005/full/html
LEE, E. M., PARK, S., LEE, H. J. Employee perception of CSR activities: Its antecedents and consequences. Journal of Business Research, v. 66, n. 10, p. 1716-1724. 2013. https://doi.org/10.1016/j.jbusres.2012.11.008
LOURENÇO, M. S. M., SOUSA-FILHO, J. M. Determinants of corporate social responsibility practices: institutional pressure or strategic opportunity? Revista De Administração da UFSM, 13(3), 535–553. 2020. https://doi.org/10.5902/1983465929627
MATTEN, D., MOON, J. Implicit and explicit CSR: a conceptual framework for a comparative understanding of corporate social responsibility. Academy of Management Review, Briarcliff Manor, v. 33, n. 2, p. 404-424. 2008. https://doi.org/10.5465/amr.2008.31193458
MCWILLIAMS, A., SIEGEL, D. Corporate social responsibility: A theory of the firm perspective. Academy of Management Review, v. 26, n. 1, p. 117-127. 2001. https://doi.org/10.5465/amr.2001.4011987
MILES, S. Stakeholder Theory Classification: a theoretical and empirical evaluation of definitions. Journal of Business Ethics, v. 142, n. 3, p. 437-459. 2017. https://doi.org/10.1007/s10551-015-2741-y
MITCHELL, R. K., AGLE, B. R., WOOD, D. J. Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of Management Review, v. 22, n. 4, p. 853-886. 1997. https://doi.org/10.5465/amr.1997.9711022105
ODERA, O., SCOTT, A. H., GOW, J. Factors influencing corporate social and environmental disclosures: a systematic review. International Journal of Business Governance and Ethics, v. 11, n. 2, p. 116-134. 2016. https://doi.org/10.1504/IJBGE.2016.078199
PASSADOR, C. S. A responsabilidade social no Brasil: uma questão em andamento. In: VII Congreso Internacional del CLAD sobre la Reforma del Estado y de la Administración Pública, Anais [...] Lisboa, Portugal. pp. 8-11. 2002.
PARMAR, B. L. et al. Stakeholder Theory: The state of the art. Academy of Management Annals, v. 4, n. 1, pp. 403-445. 2010. https://doi.org/10.5465/19416520.2010.495581
PIMENTA, H. C. D., GOUVINHAS, R. P. A produção mais limpa como ferramenta da sustentabilidade empresarial: um estudo no estado do Rio Grande do Norte. Production, v. 22, n. 3, p. 462-476. 2012. https://doi.org/10.1590/S0103-65132012005000043
PORTER, M. E., KRAMER, M. R. Creating shared value. Harvard Business Review, 89 (January/February), p. 62-77. 2011. https://voluntariadoempresarial.org.br/wp-content/uploads/2016/07/criaccca7acc83o-de-valor-compartilhado-harvard-business-review-brasil.pdf
POST, J. E., PRESTON, L. E., SAUTER-SACHS, S. Redefining the corporation: Stakeholder management and organizational wealth. Stanford University Press. 2002.
PRAHALAD, C. K.; RAMASWAMY, V. (2004). Co-creation experiences: the next practice in value creation. Journal of Interactive Marketing, v. 18, n. 3, p. 5-14. https://doi.org/10.1002/dir.20015
RODRIGO, P., ARENAS, D. Do employees care about CSR programs? A typology of employees according to their 2008. attitudes. Journal of Business Ethics, [s. l.], v. 83, n. 2, p. 265-283. https://doi.org/10.1007/s10551-007-9618-7
SAVAGE, G. T. et al. Strategies for assessing and managing organizational stakeholders. Academy of Management Perspectives, v. 5, n. 2, p. 61-75. 1991. https://doi.org/10.5465/ame.1991.4274682
SCHALTEGGER, S., HÖRISCH, J., FREEMAN, R. E. Business cases for sustainability: A stakeholder theory perspective. Organization & environment, v. 32, n. 3, p. 191-212. 2019. https://doi.org/10.1177/1086026617722882
SULKOWSKI, A. J., EDWARDS, M., FREEMAN, R. E. Shake your stakeholder: firms leading engagement to cocreate sustainable value. Organization & environment, v. 31, n. 3, p. 223-241. 2018. https://doi.org/10.1177/1086026617722129
TANTALO, C., PRIEM, R. L. Value creation through stakeholder synergy. Strategic Management Journal, v. 37, n. 2, p. 314-329. 2016. https://doi.org/10.1002/smj.2337
TURKER, D. Measuring corporate social responsibility: a scale development study. Journal of Business Ethics, v. 85, n. 4, p. 411-427. 2009. https://doi.org/10.1007/s10551-008-9780-6
VERGARA, S. Métodos de Pesquisa em Administração. Porto Alegre: Atlas. 2005.
WENZEL, M., KRÄMER, H., KOCH, J., RECKWITZ, A. Future and organization studies: On the rediscovery of a problematic temporal category in organizations. Organization Studies.2020. https://doi.org/10.1177/0170840620912977
WHITTINGTON, R., CAILLUET, L., YAKIS-DOUGLAS, B. Opening strategy: Evolution of a precarious profession. British Journal of Management, 22(3), 531–544. 2011. https://doi.org/10.1111/j.1467-8551.2011.00762.x
YIN, R. K. Case Study Research: Design and Methods (5th ed.). Thousand Oaks, CA: Sage. 2014.
YOUNG, H. P. A dinâmica da inovação social. Proceedings of the National Academy of Sciences. v. 108, n. Supplement_4, p. 21285–21291. 2011. https://doi.org/10.1073/pnas.1100973108
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2025 Tatiana Costa, Claudia Silber, Yeda Swirski de Sousa
This work is licensed under a Creative Commons Attribution 4.0 International License.
