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CSR, Sustainability, Ethics & Governance
Series Editors: Samuel O. Idowu · René Schmidpeter
Samuel O. Idowu
Stephen Vertigans Editors
Stages of Corporate Social Responsibility From Ideas to Impacts CSR,Sustainability,Ethics&Governance Serieseditors
SamuelO.Idowu,LondonMetropolitanUniversity,London,UnitedKingdom Rene ´ Schmidpeter,CologneBusinessSchool,Germany
Moreinformationaboutthisseriesathttp://www.springer.com/series/11565
SamuelO.Idowu • StephenVertigans Editors SamuelO.Idowu
LondonMetropolitanUniversity
LondonGuildhallFacultyBusiness&Law
London,UnitedKingdom
StephenVertigans
SchoolofAppliedSocialStudies
RobertGordonUniversity
Aberdeen,UnitedKingdom
ISSN2196-7075ISSN2196-7083(electronic)
CSR,Sustainability,Ethics&Governance
ISBN978-3-319-43535-0ISBN978-3-319-43536-7(eBook) DOI10.1007/978-3-319-43536-7
LibraryofCongressControlNumber:2016956556
© SpringerInternationalPublishingSwitzerland2017
Thisworkissubjecttocopyright.AllrightsarereservedbythePublisher,whetherthewholeorpartof thematerialisconcerned,specificallytherightsoftranslation,reprinting,reuseofillustrations, recitation,broadcasting,reproductiononmicrofilmsorinanyotherphysicalway,andtransmission orinformationstorageandretrieval,electronicadaptation,computersoftware,orbysimilaror dissimilarmethodologynowknownorhereafterdeveloped.
Theuseofgeneraldescriptivenames,registerednames,trademarks,servicemarks,etc.inthis publicationdoesnotimply,evenintheabsenceofaspecificstatement,thatsuchnamesareexempt fromtherelevantprotectivelawsandregulationsandthereforefreeforgeneraluse.
Thepublisher,theauthorsandtheeditorsaresafetoassumethattheadviceandinformationinthis bookarebelievedtobetrueandaccurateatthedateofpublication.Neitherthepublishernorthe authorsortheeditorsgiveawarranty,expressorimplied,withrespecttothematerialcontained hereinorforanyerrorsoromissionsthatmayhavebeenmade.
Printedonacid-freepaper
ThisSpringerimprintispublishedbySpringerNature TheregisteredcompanyisSpringerInternationalPublishingAGSwitzerland
Foreword Companiesaroundtheworldcannolongerignoretheimportanceofanintegrated CSRandsustainabilitystrategy.ThetopicisakeyfocusoftheUnitedNations, whichaimstofosterthetransitiontoasustainableworldby2030.Seventeen ambitiousSustainableDevelopmentGoalswerepublished,whichshouldremain atthecentreoftheglobalpoliticalandeconomicagenda.Whilethesetargetspoint usintherightdirection,properimplementationrequiresathoroughunderstanding ofhowideascanbeturnedintorealitytocreaterealimpacts.Therefore,this editorialpiececomesattheperfecttimetohelporganisationsrealisetheirgoals andthepotentialofasoundCSRstrategy.Inthisbook,SamuelO.Idowuand StephenVertiganssharewithusacollectionofinternationalliteraturefromacademiaandpractice,demonstratingthevariousstagesofCSRaswellasexamplesof itsintegrationincompaniesworldwide.Theeditorscapturetheinterrelatedessence ofsustainabilitythroughanintellectualdiscussiononcriticalcomponentsatprofessional,conceptualandstrategiclevels.Asrevealedhereandintheeditors’ numerouspriorpublications,successfulbusinessandadeeplyrootedCSRstrategy gohandinhand.Companiestodaymustshifttheirfocustothelong-termprosperity oftheorganisationaswellasthecomplexandinterrelatedecosystems(environmental,social,economicandpolitical)withinwhichitfunctions.Withoutthis holisticmanagementperspective,businessesruntheriskofbasingimportant decisionsonmerenarrowandshort-termeconomicgains—whichwillonlylead tothefurthercollapseoftheglobaleconomicsystemratherthantheachievementof theabove-mentionedUnitedNationsSustainableDevelopmentGoals.Still,after thedecisionismadetofocusonCSRandsustainabilityatthecoreofbusiness operations,managersmustdeterminewhichstepswillbemosteffectiveand efficient.Itisnotonlyaboutdreamingofabetterworld—butaboutmakingit happenbycombiningentrepreneurialdrive,innovationandthevisionofasustainablefuture.TheissueremainsthatCSRisamultifaceteddisciplinerequiring managerstoassimilateconcepts,whichmaybecompletelydifferentfromthe areasinwhichtheyaretrained.Thisshould,however,notbeseenasabarrierto sustainabledevelopmentbutratheranopportunitytobroadenthetalentsofthe
workforcebyencouragingnewwaysofthinkout-of-the-boxideas.Thearticlesin thisbookwereselectedfromexpertsspanningawidearrayofindustriesfrom differentcountriesaroundtheworld.Theauthorsofferuniqueperspectiveson stimulatingtopicssuchasawarenessamongstfemaleentrepreneursinNigeria, perspectivesofuppermanagementinPolishfirms,JapaneseCSRstrategiesand thesocialrelevanceofcorporateinitiatives,pragmaticapproachesofCSRdesign principlesinScandinaviaandmanymore.Notonlyaredifferentcountriesand globalregionsrepresented,buttheexamplesalsodrawfromadiverserangeof globallyrelevantindustries.Thisbookoffersacleardeliberationonthepast, presentandfutureofCSRandhowcompaniesshouldbethinkingtostrivetowards theachievementoftheUnitedNations’ SustainableDevelopmentGoals.Nomatter howbigorsmallyourentrepreneurialdreamsare,thispublicationofferswisdom thatcanhelpturnthemtointorealitiesthathavepositiveimpactsonyourbottom lineandtheworldaroundyou.
Koln,Germany
April2016
CologneBusinessSchool
Rene ´ Schmidpeter
Preface Withingovernments,industries,organisationsandcommunitiesaroundtheworld, CSRcontinuestogrowinprominence.Large,mediumandsmallbusinesses increasinglydevelopCSRpolicies,nationalgovernmentsnowexpectmorethan revenuefromcompaniesoperatingintheircountries,differentindustriesarekeento adoptCSRrhetoricandapproachesandcommunitieslooktoCSRinitiativesasa waytoovercomelocalisedandwidespread,historicalandcontemporaryproblems thatmayormaynotbeconnectedtoparticularbusinessactivities.
AlthoughtheintentionsandimpactsofCSRcrosscutdomainsandmulti-and interdisciplinaryapproachesareacknowledged,ideassurroundingCSRand organisationalpracticescontinuetobecompartmentalised.Thesefactorscontribute toCSRpoliciesandactivitiesbeingdevelopedinspecialisedblockswhichoften failtoconnectbusinessplanningwithfinancialcontrols,legaladvicewithshareholderdemands,communityexpectationswithgovernmentsovereignty,supply chainswithsocialvalue,environmentaltargetswithdifferentstakeholderdemands andCSRgoalswithlongertermstrategicgoals.Withinorganisations,theseparationofCSRasadistinctsetofideasoftendominates,isolatedwithindetached programmesandrigiddepartmentalboundaries.Governmentsandcompanies developunconnectedCSRprogrammeswhichNon-GovernmentOrganisations (NGOs)oftendeliverwithoutrobust,consistentcorporateguidanceandsupport. Hence,despitethegrowthinthefieldofCSRandenhancedwaysofunderstanding abouttheconceptandpractices,fundamentalweaknessesinbothknowledgeand practiceremain.Considerablehumanandfinancialinvestmentsarebeing underutilisedandfrequentlywasted.Consequently,insteadoffocusingupondisparateanddisconnectedprojects,CSRneedstobepositionedasinterconnected processesofdevelopmentanddelivery.Inshort,thereisalackofjoined-up thinkingacrossorganisations,governmentdepartments,NGOsandacademics abouthowCSRprogrammesshouldbedeveloped,implementedandmeasured.
Withinacademicliterature,similarapproachescanbenoticed.Textswilltendto focusondistinctcomponentsthatisolateCSRwithinbusinessspheresordevelop strategicapproachesthatdetachCSRfromwidercorporateobjectivesand
collaborativepartners;governancebecomestheprimaryfunctionofmonitoringand reportingwhileconverselyexplorationsofstakeholdersover-concentrateupon eithershareholdersorcommunitydemands.Hence,attemptstoviewandoutline CSRasprocesseswhichinterlinkthecorporateandcommunitywithabeginning, middleandendarelacking.Theintentionofthisbookistobuilduponsomeofthe existingstrengthswithintheliteratureandtoproposemultidisciplinaryinsightsinto howprocessesofCSRcanbemoreextensive,coordinatedandoutcomefocused. TheinsightsprovidedinthiscollectionareexpectedtoenablethephasesofCSRto beoutlinedfromideastoimpacts.Inthiscollection,papersintheelevenchapters thatcomprisethebookcanhelpidentifyandexplainwhatneedstobehappeningat thedifferentstagesofCSRincorporatingthedevelopment,implementationand monitoringofstrategies,policiesandideas.
Itishopedthattheattemptsmadebytheseauthorshelptocrystallisemanyofthe impactfulideasCSRhasbroughtontothetwenty-firstcenturycorporatescene. ManyofthechaptersinthebookhavepointedoutthatCSRhasnowmovedon fromideastodemonstrableimpactswhichwillhelpnotonlythisgenerationbut alsofuturegenerations;weallneedtocontinuetoinnovateintheareatomakethis happen.
London,UKSamuelO.Idowu Aberdeen,UKStephenVertigans April2016
Acknowledgements Wewishtotakethisopportunitytoexpressourgratitudetoanumberofpeoplewho havecontributedtoanothersuccessfuladditiontotheliteratureoncorporatesocial responsibility.Wearegratefultoallourcontributors,fifteenofthem,whohave provideduswithfirst-classresearchpapersonthethemeofthebook.
Wearealsogratefultoanumberofourfriendsandcolleagueswhohaveeither directlyorindirectlycontributedtosuccessfullycompletingthiseditionofthebook on CorporateSocialResponsibility: FromIdeastoImpacts.
Wearegratefultoourrespectivefamiliesfortheirforbearanceduringthe processofensuringthesmoothcoordinationofalltheactivitiesthatculminated intogettingthebooktoafinishedproduct.
Finally,ourcolleaguesatSpringerareacknowledgedwiththewarmestregards possibleforensuringafirst-classfinishtotheendproduct.
Weapologiseforanyerrororomissionthatmayappearanywhereinthebook; noharmordisrespectwasintendedtoanyone.
PartIProfessionalCorporateSocialResponsibility
1TheRationalesofLawyers,AccountantsandFinancialAnalysts inShapingtheEUAgendaonCSR .........................3 DavidMonciardini
2CorporateSocialResponsibilityinNigeria:DriversandBarriers ExperiencedbyFemaleEntrepreneursWhenUndertakingCSR ...25 AdebimpeLincoln
3FromIdeastoImpacts:CSRintheEyesofTopManagers inPoland .............................................47 MariaAluchna
PartIIConceptualCorporateSocialResponsibility
4SolutionsorLegitimations?HowtheConceptualization ofOrganizationalIdentityShapestheSocialRelevance ofCSRInitiativesinTwoJapaneseCorporations ..............67 ScottT.Davis
5CorporateSocialResponsibility:TheoreticalUnderpinnings andConceptualDevelopments ............................99 MarkAnthonyCamilleri
6RelationshipsBetweenCorporateSocialResponsibility andStrategicPlanning ..................................121 CatalinaSitnikovandClaudiuBocean
7WalkingtheSecondMilebeforetheFirst:ACorporateSocial ResponsibilityConundrum? ..............................139 NirmalaLee
PartIIIStrategicCorporateSocialResponsibility
8BalancingOrganisationalDesignPrinciples:APragmatic ScandinavianApproachtoCSR ...........................163
HansChristianGarmannJohnsen,RichardEnnals,andHalvorHoltskog
9AuthenticCSRandLeadership:TowardsaVirtues-BasedModel ofStakeholderDialogueandEngagement.TheLoccioniGroup Experience ...........................................179
MaraDelBaldo
10CorporateSocialResponsibilityandFarmAnimalWelfare: TowardsSustainableDevelopmentintheFoodIndustry? .......205
JohnLeverandAdrianEvans
11TheImplementationofCSRManagementandStakeholder RelationsinJapan ......................................223
KanjiTanimoto
...................................................243
ListofContributors MariaAluchna isassociateprofessorattheDepartmentofManagementTheory, WarsawSchoolofEconomics(SGH),Poland,andAcademicDirectorofCEMS MIMatSGH.ShestudiedmarketingandmanagementattheWarsawSchoolof Economicswhereshegraduatedin1998withanMA(Econ)degree.Shespecialises incorporategovernance(ownershipstructure,board,executivecompensationand transitioneconomies)aswellasinstrategicmanagementandcorporatesocial responsibility.ShewasawardedDeutscherAkademischerAustauchdienst (DAAD)scholarshipforresearchstayatUniversita ¨ tPassauandPolish-American FulbrightCommissionscholarshipfortheresearchstayatColumbiaUniversity. ShereceivedPolishScienceFoundationawardforyoungresearchers(2004and 2005).Since1998,shehasbeenworkingattheDepartmentofManagement Theory,attheWarsawSchoolofEconomicsobtainingPhDdegree(2004) andcompletinghabilitationprocedure(2011).Currently,MariaAluchnateaches “Corporategovernance”(inbothPolishandEnglishforCEMSprogramme), “TransitioninCentralandEasternEurope”(inEnglishincooperationwiththe UniversityofIllinois,Springfield)and“Strategicmanagement”(inEnglish).She alsoservesasthefacultyadvisorforcasecompetitionofWarsawSchoolof EconomicsstudentteamsandisthelectureroftheSummerUniversityWarsaw. SheisthememberoftheeditorialteamofJournalofKnowledgeGlobalizationand EuropeanJournalofEconomicsandManagementaswellasofthePolish journals—Przegla˛dOrganizacji[OrganizationReview]ande-Mentor.Maria AluchnaisthememberofEuropeanCorporateGovernanceInstitute(ECGI), EuropeanAcademyofManagement(EURAM),theeditorialteamsofJournal ofKnowledgeGlobalizationandofthePolishjournals—Przegla˛dOrganizacji [OrganizationReview]ande-Mentor.SheisalsotheAcademicDirectorofthe CommunityofEuropeanManagementSchools(CEMS)programmeatWarsaw SchoolofEconomics.SheistheteammemberatthelawfirmGłuchowski, Siemia˛tkowskiiZwara.
MarkAnthonyCamilleri, PhD(Edin.)MBAisaresidentacademicofmarketing attheUniversityofMalta.Currently,helecturesmarketing-relatedsubjectsina joint/dualmaster’sprogrammerunbytheUniversityofMaltaincollaborationwith King’sCollege,UniversityofLondon.Dr.Camillerihasfinalisedhisfull-time DoctorateinPhilosophy(PhD)in3years’ timeattheUniversityofEdinburgh, Scotland.Heholdsrelevantacademicexperienceinteachingandlecturingbusiness strategy,marketingandoperationsmanagementatundergraduateandpostgraduate levels(intheUK,MaltaandHongKong).Moreover,hisprofessionalexperience spansfromprojectmanagementandstrategicmarketing(includingmarket research,managementinformationsystems(MIS),enterpriseresourceplanning (ERP)andcustomerrelationshipmanagement(CRM)topublicrelations,marketingcommunications,brandingandreputationmanagement(usingbothconventionaltoolsanddigitalmarketing).Heacceptsconsultingengagementswith businessenterprises,non-profitorganisationsandcharitablefoundations.Mark enjoysworkingwithsmallbusinessowners,scientists,artistsandscholarstohelp themexplorenewsourcesofcompetitiveadvantage!
MaraDelBaldo isAssistantProfessorofEntrepreneurshipandSmallBusiness ManagementandofFinancialAccountingattheUniversityofUrbino(Italy), DepartmentofEconomics,SocietyandPolitics.
ShewasalsoavisitingprofessorattheUniversityofVigo(Spain),theJurai DobrilaUniversityofPula(Croatia)andtheNewBulgarianUniversityofSofia (Bulgaria).Hermainresearchinterestsincludeentrepreneurshipandsmallbusinesses;corporatesocialresponsibility;sustainabilityandbusinessethics;SMEs andnetworkingstrategies;financialandintegratedreporting;ethical,social andenvironmentalaccounting(SEAR);andgender(pink)accounting.Shepublished indifferentItalianandforeignjournalsaswellasinnationalandinternational conferencesproceedingsandbooks.SheisamemberofItalian(SIDREA—Italian societyofbusinesseconomicsandaccounting,SISTUR—ItalianSocietyofSciencesofTourism,ASPI—AssociationforthestudyofSMEs)andInternational scientificcommunities,includingtheEuropeanCouncilforSmallBusiness,the CentreforSocialandEnvironmentalAccountingResearch(CSEARItaly)andthe EuropeanBusinessEthicsNetwork(EBEN)ItalianChapter.Sheworksasreviewer andisaneditorialboardmemberofseveralinternationaljournals.
ScottDavis, whooriginallycamefromAustralia,haslivedandworkedfor overthirtyyearsinJapan.PreviouslyaresearcherattheJapanInstituteofLabour andaProfessorattheSchoolofManagementatReitakuUniversity,Davishas heldthepositionofProfessorofStrategicCorporateSocialResponsibilityat theCollegeofBusinessatRikkyoUniversityinTokyosince2006.Davisalso servesasamemberoftheboardofdirectorsoftheSeven&IHoldingsCorporation, theBridgestoneCorporationandtheSompoJapanNipponkoaHoldingsIncorporatedandisacorporateauditoroftheNissenHoldingsCorporation.Davisconsults formanyofJapan’smajorcorporations,industrialassociationsandgovernmentand internationalagenciesonstrategicandorganisationalissues.
RichardEnnals isProfessorofWorkingLifeandInnovationattheUniversityof Agder(Norway),ProfessorofSkillandTechnologyatLinnaeusUniversity(Sweden)andEmeritusProfessorofCorporateResponsibilityandWorkingLifeat KingstonUniversity(UK).
AdrianEvans isaSeniorResearchFellowatTheCentreforAgroecology WaterandResilience(CAWR)atCoventryUniversity.Hiscurrentresearch seekstounderstandfoodanddrinkconsumptionpractices,especiallyinrelation toexploringtheethics,sustainabilityandresilienceofdifferenttypesoffood consumption.Hehasaparticularinterestinunderstandingtheembodiednature offoodconsumptionpractices.Healsoresearchestheculturalandpolitical embeddednessofdifferentmarketsforfoodanddrinkandheexplorestheinterconnectionsbetweenfoodconsumptionandsystemsofprovision,distributionand ownership.
BoceanClaudiuGeorge, PhD,isanAssociateProfessor.Sheobtainedherbachelor’sdegreewithmajorinAccountancyandInformaticsin2000,fromtheFaculty ofEconomics,UniversityofCraiova,Romania.In2004,sheobtainedhermaster’s degreeinBusinessAdministration,alsofromtheFacultyofEconomics,University ofCraiova,Romania.In2007,shewasawardedherPhDinEconomics,alsofrom theFacultyofEconomics,UniversityofCraiova,Romania.In2015,shewas awardedherHabilitationtitleinManagement,bytheAcademyofEconomic Sciences,Bucharest,Romania.Since2002thepresentdate,shehastaughtand researchedintheFacultyofEconomicsandBusinessAdministration,Universityof Craiova,onmodulessuchasHumanResourceManagement,CorporateSocial Responsibility,OrganisationTheoryandBusinessEconomicswhilstworkingin collaborationwithothersonbothnationalandinternationalprojectswithlocaland internationalUniversitiesandOrganisations.
HansChr.GarmannJohnsen, PhD,isprofessorofworklifescienceatthe UniversityofAgder,Norway,andadjunctprofessoratGjøvikUniversityCollege, Norway.HeismanagingeditorofEuropeanJournalofWorkplaceInnovation (www.ejwi.eu)andleaderofCentreforAdvancedStudiesinregionalinnovation strategies.
HalvorHoltskog, PhD,isassistantprofessoratGjøvikUniversityCollege, Norway.
NirmalaLee wasaseniorbankerandbankingconsultantatinternationalbanksfor twodecadesinLondonandelsewherepriortojoining LondonMetropolitan University,wheresheholdsthepositionof AssociateProfessorofBankingand Finance inthe GuildhallFacultyofBusinessandLaw.Dr.Leeisahighly experiencedacademicandhasprovidedUniversity-wideleadershipinstrategic planning,policydevelopmentandreviewinregardtoteachingandlearningand
relatedissuesinvariousrolesincludingasHEpolicyandstrategyadvisortothe University’sDeputyVice-Chancellor.Herteachingexpertiseincludescommercial andinvestmentbanking,financialregulationandcompliance,banklending,financialmarketsandpersonalfinance.Shehasbeenavisitinglectureratuniversities andbanktrainingcentresincludingatDoha,NiceandPoitiers,andin2014–2015, shewasappointedas VisitingFacultyandScholar of NewYorkUniversity.Nirmala hasretainedherlinkswiththebankingindustrythroughherinvolvementwiththe FinancialServicesAuthority (FSA)/NationalInstituteforAdultContinuingEducation (NIACE)’s FinancialLiteracyAdvisoryGroup, FinancialServicesSkills Council andotherbodies.ShehasbeenresponsibleforthemeetingofUniversity andIndustrybydevelopinglinkswith StandardCharteredBank andthe InternationalComplianceAssociation (ICA)inthefacilitationoffinanciallearning.In their“NationalStrategyforFinancialCapabilityinHigherEducation”(2009) disseminatedtoalluniversitiesasanexemplarforraisingstudentinterestand enthusiasmforpersonalfinance,the FSA (now FCA)refersto LondonMetropolitan University asoneofonlyfouruniversitiesawardedthe FSA grantfor“unique ideas”forthecreationofamoduleonfinancialcapabilitywithinaformaluniversity award,theuniqueideabeingherinnovative CoBAL (CompetencybasedAction Learning)curriculumthatfacilitatesmoreeffectivefinancialdecisions.Herpublicationsincludealeadingtextbookon PrinciplesofLending prescribedascore readingforbankingpractitionerswritingtheCharteredInstituteofBankers’ professionalexaminationentriesin“DictionaryofCorporateSocialResponsibility” publishedbySpringer,Berlin,andResearchReportforthe DfES “FinancialLiteracyEducationandSkillsforLife”publishedbythe NationalResearchandDevelopmentCentreforAdultLiteracyandNumeracy (NRDC).Shehaspresentedpapers internationallyatWorldBank/IMFconferencesheldinSanAntonio,Texas; Barcelona;Havana;Nicosia;Prague;andHongKong.Sheisane-Learning Reviewerforthe CharteredInstituteofSecuritiesandInvestments andreviews forthejournal AfricaEducationReview ,Routledge,TaylorandFrancisGroup.A goldmedallistfromhermaster’sprogrammeandaPhDfromtheUniversityof London,sheis FellowoftheHigherEducationAcademy (FHEA)and Fellowofthe CharteredInstituteofBankers (FCIB).
JohnLever isSeniorLecturerinSustainabilityattheUniversityofHuddersfield BusinessSchool.Hiscurrentresearchinterestsrevolvearoundthefoodindustry, particularlyfarmanimalwelfare,halalandkoshermeatmarketsandlocalfood production;hehasalsoaspecificinterestintheroleofmigrantworkersinfood supplychains.Muchofthisworkisconcernedwithsustainableconsumptionand productionandwithbuildingsustainableandresilientcommunities.
Farmanimalwelfare,FAW,sustainability,sustainabledevelopment,BBFAW, businesscase,benchmark,triplebottomline,supermarket,corporateretailers, environment,corporatesocialresponsibilityandmoralcase.
AdebimpeLincoln holdsanLLBandanLLMinCommercialLawfromCardiff UniversityandanMBAinInternationalBusinessandPhDinEntrepreneurshipand BusinessDevelopmentfromtheUniversityofSouthWales.Shealsoholdsvarious teachingqualificationsinHigherEducation.SheisaFellowoftheHigherEducationacademyandanAssociateMemberoftheCharteredInstituteofPersonnel Development.Shehasover12years’ experienceinHigherEducationandis currentlyanAssistantProfessorinSaudiArabia.ShehasheldpositionsinCardiff University,UniversityofSouthWales,andwasaSeniorLecturerinLawatCardiff MetropolitanUniversity.SheistheExternalExaminerforUndergraduateand PostgraduateLawandProfessionalPracticeProgrammesatManchesterMetropolitanUniversity.DrLincolnhasvastexperiencesupervisingresearchstudents.She hassupervisedawiderangeofmaster’slevelresearchincludingMBAandLLM dissertations.Shehasalsosupervisedstudentsatdoctorallevelintheareaof EntrepreneurshipandCorporateGovernance.Herresearchinterestslieinthearea ofFemaleEntrepreneurship,SmallandMedium-SizedEnterprise(SME)sector, LeadershippracticesofNigerianEntrepreneurs,CorporateGovernanceandBoard DiversityandCorporateSocialResponsibilityamongstNigerianSMEs.Shehas publishedandpresentedanumberofarticlesonSMEsandfemaleEntrepreneursin Nigeria.
DavidMonciardini isSeniorLecturerinBusinessandSocietyatExeterBusiness School.Hehasamultidisciplinarybackground,whichspreadacrossManagement, SociologyofLawandAccounting.HeobtainedtheInt’lPhD“RenatoTreves”in Law&Society(2013)forhissocio-legalresearchontheemergingEuropean regimeofcorporatenon-financialreporting(i.e.socialandenvironmentalmatters, humanrightsandanti-corruption).BeforejoiningExeterBusinessSchoolin2015, DavidworkedaslecturerinFinancialAccountingattheFreeUniversityofBolzano (Italy)andresearchfellowatFerraraBusinessSchool,wherehedidresearchon indicatorsforregionalinnovationpolicies.Currently,hisresearchesfocusonnew formsofaccountingforbusinessperformancethatintegratefinancialand non-financialKPIsandontheroleoftransnationalprofessionalcommunitiesin settingthestandardsforcorporatesustainability.
CatalinaSorianaSitnikov, PhD,isanAssociateProfessor.Shegraduatedin1995 withbachelor’sdegreewithmajorinInformaticsappliedtoEconomics,fromthe FacultyofEconomics,UniversityofCraiova,Romania.In1996,shegraduated withmaster’sdegreeinHumanResources,alsofromtheFacultyofEconomics, UniversityofCraiova,Romania.In2000,shecompletedherPhDinManagement, againfromtheFacultyofEconomics,UniversityofCraiova,Romania.In2015,she wasappointedtothepositionofPhDSupervisorinManagement,bytheFacultyof Economics,UniversityofCraiova,Romania.Alsoin2015,shewasawardedher HabilitationtitleinManagement,bytheAcademyofEconomicSciences,Bucharest,Romania.Since1995tothepresentmoment,shehastaughtandresearchedat theFacultyofEconomicsandBusinessAdministration,UniversityofCraiova,on
varioussubjectsincludingQualityManagement,StrategicManagement,ManagementandCorporateSocialResponsibility.Catalinahasparticipatedinmany nationalandinternationalprojectswhilstcollaboratingwithlocalandinternational UniversitiesandOrganisations.Between2001and2003,shewasavisitinglecturer andresearcheratHelsinkiUniversity,LahtiCentre,Finland,teaching BenchmarkinganddevelopingprojectswithpartnersfromJapan,China,the USA,Spain,PortugalandFrance.
KanjiTanimoto isProfessorinBusinessandSocietyattheSchoolofCommerce, WasedaUniversity,Japan.HerecentlywasVisitingProfessorattheFreeUniversityofBerlinin2010and2014.PriortojoiningWaseda,hewasaprofessoratthe GraduateSchoolofCommerce,HitotsubashiUniversity.Hereceivedhisdoctorate inbusinessadministrationfromGraduateSchoolofBusinessAdministration,Kobe University.
HeisFounderandPresidentofanacademy:JapanForumofBusinessand Society,whichisthefirstacademicsocietyinthisfieldinJapan.Heisaneditorial memberofsomejournalsandaguesteditorofthespecialissueof theJournalof CorporateCitizenship JapaneseApproachestoCSR,Issue56,2014.Heserveson theprogrammecommitteeoftheInternationalConferenceonCorporateSocial ResponsibilityatHumboldtUniversity.Hehasbeenconsultingandproviding advicestoleadingJapanesecompaniesonCSRmanagementoverthelast 20years.Healsohasengagedsomegovernmentcommitteesonbusinessand societyandsocialbusiness.
Hisresearchinterestsaretherelationshipbetweenbusinessandsociety, corporatesocialresponsibility,socialbusinessandsocialinnovation.Hehas publishednumerousbooksandpapers.RecentarticlesinEnglishinclude“The EmergentProcessofSocialInnovation:Multi-StakeholdersPerspective”; InternationalJournalofInnovationandRegionalDevelopment,specialissue:Innovative Entrepreneurship,Vol.4,No.3/4,2012;and“DoesForeignInvestmentMatter? TheEffectsofForeignInvestmentontheInstitutionalisationofCorporate SocialResponsibilitybyJapaneseFirms”,withK.SuzukiandA.Kok, AsianBusiness&Management,Vol.9,No.3,2010.Hehadcontributedto theEncyclopediaofCorporateSocialResponsibility,Springer,2012,andthe DictionaryofCorporateSocialResponsibility,Springer,2015.Healsoauthored orco-authored13booksinJapaneseonthesubjectofbusinessandsociety.
AbouttheEditors StephenVertigans iscurrentlyHeadofSchoolofAppliedSocialStudiesat RobertGordonUniversity,Aberdeen,UK.Hisresearchinterestsincludecorporate socialresponsibilityandpoliticalviolencewithparticularinterestatpresentin energy-relateddevelopmentinEastandWestAfrica.Inhispublications,Stephen appliesasociologicalapproachinordertotrytoenhancelevelsofunderstanding aboutthewidersocial,culturalandpoliticalprocesseswhichareinstrumentalinthe successorfailureofCSRpolicies.
SamuelO.Idowu isaSeniorLecturerinAccountingandCorporateSocial ResponsibilityatLondonGuildhallFacultyofBusinessandLaw,LondonMetropolitanUniversity,UK.HeresearchesinthefieldsofCorporateSocialResponsibility(CSR),CorporateGovernance,BusinessEthicsandAccountingandhas publishedinbothprofessionalandacademicjournalssince1989.Heisafreeman oftheCityofLondonandaLiverymanoftheWorshipfulCompanyofChartered SecretariesandAdministrators.SamuelistheDeputyCEOandFirstVicePresident oftheGlobalCorporateGovernanceInstitute.Hehasledseveraleditedbooksin CSR,istheEditor-in-ChiefoftwoSpringer’sreferencebooks—theEncyclopedia ofCorporateSocialResponsibilityandtheDictionaryofCorporateSocialResponsibility—andisanEditor-in-ChiefoftheInternationalJournalofCorporateSocial Responsibility.HeisalsoaSeriesEditorforSpringer’sbooksonCSR,Sustainability,EthicsandGovernance.OneofhiseditedbookswonthemostOutstanding BusinessReferencebookAwardoftheAmericanLibraryAssociation(ALA)in 2016andanotherwasranked18thinthe2010Top40SustainabilityBooksby, CambridgeUniversity, SustainabilityLeadershipProgramme.Samuelisamember oftheCommitteeoftheCorporateGovernanceSpecialInterestGroupoftheBritish AcademyofManagement(BAM).HeisontheEditorialBoardsoftheInternational JournalofBusinessAdministration,Canada,andAmfiteatruEconomicJournal, Romania.SamuelhasdeliveredanumberofKeynoteSpeechesatnationaland internationalconferencesandworkshopsonCSRandhasontwooccasions2008
and2014wonEmerald’sHighlyCommendedLiteratiNetworkAwardsforExcellence.Todate,SamuelhaseditedseveralbooksinthefieldofCSR,Sustainability andGovernanceandhaswrittenfourforewordstobooks.Samuelhasservedasan externalexaminertothefollowingUKUniversities—Sunderland,Ulster,Anglia RuskinandPlymouth.HeiscurrentlyanexternalexamineratRobertGordon University,Aberdeen,TeessideUniversity,MiddlesbroughandSheffieldHallam University,UK. xxAbouttheEditors
StagesofCorporateSocialResponsibility: AnIntroduction Theneedforcorporateentitiestoactandbehaveresponsiblyhasbeenwidely discussedintheliteratureformorethanfiftyyears(see,forexample, Bowen(1953),Heald(1957),Carroll(1979,1991,2003),etc.)Alothasbeen donewithregardtomainstreamingCSRinwhatbothcorporateandindividual citizensoftheworlddo.Notonlythat,manyoftheoperationalpracticesof bothcorporateandindividualcitizensofourworldhavebeenpositively transformedandreorientedasaresultofthoseCSRactionsweareallexpected totake.Corporateleadersareatthehubofmanyoftheseactions,whichmeans thatforanentitytobeCSRconsciousandeffectiveinitsdrivetobesocially responsibleitmusthaveagoodsystemofgovernanceinplace.Threekeyaspects ofcorporatesocialresponsibilityoftendiscussedintheliteratureintermsof governanceareabbreviatedESG—Environment,SocialandGovernance.Many corporateentitieswhichoperateindifferentindustriesplacealotofemphasis onthesethreekeyareasofresponsibility(see,forexample,theEquatorPrinciple intheBankingandFinancialServicessectorwhichcorporationsthatoperatein thisindustrymusttakecognizanceofiftheyarebasedinNorthAmericaand Europe).Thereareseveralotherexamples.Goodgovernancehasnowbeen recognisedasanessentialrequirementforanyorganisationthataspiresto surviveandprosperinwhateverindustrytheyoperatein.Thishasbecomethe casesincealotofweakgovernance-relatedcorporatecollapsesandfailuresdue tobadgovernanceandscandalswhichhaveoccurredinrecentyearsinmany countriesaroundtheworld.Notonlythat,therecentglobalfinancialmeltdowns whichoccurredbetween2008and2012haveequallymadegovernanceanimportantissueinCSR.
Halal(2000)inhiscontributiontothe—Evolutionofcorporategovernance positsthatoveraperiodwhichspansmorethanacentury,threemodelsofcorporate governancehaveevolvedbetween1900andpresentdate.Halal(2000)arguesthat CorporateGovernanceoriginallyevolvedfromthetraditional“profit-centred model(PCM)”duringaperiodwhichhecalledthe“industrialage—1900–1950”, itmetamorphosedintoanothermodelhecalledthe“socialresponsibilitymodel
(SRM)”duringthe“Neo-industrialage—1950–1980”andnowthemodelismovingtowardswhatHalal(2000)referstoascollaborativeworkingrelationsphase— the“corporatecommunitymodel(CCM)”—theinformationage—1980—?Letus quicklyexploreHalal’s(2000)threestagesintheevolutionofcorporategovernanceasdepictedinIdowu(2010).
TheProfit-CentredModel(PCM) Halal(2000)arguesthattheprofit-centredmodel(PCM)wasprevalentovera fifty-yearperiod1900–1950whenthoseatthehelmofthegovernanceof corporateentities,thatis,managers,wereexpectedonlytofocusonmaximising thereturnsduetotheprovidersofcapital—shareholderswithlittleornoregard fortheadverseimpactoftheirentities’ actionsonotherstakeholdersincluding theenvironment,ironicallywhilstworkingincollaborationwithsomeofthese stakeholders—Employees,Customers,Suppliers,thelocalCommunity,etc.,in ordertoachievethissingleobjectiveofprofitmaximisation.Theinterestsof theseotherstakeholdersweresubordinatedtothatoftheshareholders;infact,the lawinsomepartsoftheworldassistedthistohappen.Lee(2008)recounts howHenryFordin1917stoodinaMichigancourtroom(havingbeensued bytheDodgebrotherswhowereshareholdersinFordMotorCompany)defending hisdecisiontoreinvestFordMotorcompany’saccumulatedprofitsonplant expansionwhilstslashingthepriceofModelTvehiclesinanattempttodemonstratethatcorporationsshouldencourageandbuildwithintheirsystemsofgovernancesomeresponsibilitytowardstheirotherstakeholders.Lee(2008)argues thatFord’sideaofbusinessasaservicetosocietywasnotonlyderidedbythe company’sshareholders,butthecourtalsograntedtheDodgebrothers’ request formaximumdividendswithnoregardeventothestrategythecompanywas intendingtoembarkonforthebenefitsofthecompany’sotherstakeholders. Thecourt’sdecisioninthiscasesupportsHalal’s(2000)conclusionoftheprofitcentredmodelwhichsuggeststhatotherstakeholdersmayprobablybenefitfrom theapproachencouragedbythemodel,buttheirinterestsareconsideredas“a meanstoanendofprofitabilityratherthangoalsintheirownright”.Itisalso interestingtonotethatthePCMappearstobeinagreementwithFriedman’s(1962, 1970)argumentthat“businessmanagersareonlyemployedbyshareholdersto pursueonlythosestrategieswhichmaximiseowners’ profitsanythingotherthan thatispuresocialism;afterallbusinessesarenotestablishedforeleemosynary purposes”.
TheSocialResponsibilityModel(SRM) Thesecondperiod—theSRMperiod—fallswithinBowen’s(1953) SocialResponsibilitiesoftheBusinessman book.ItwasduringthetimethatBowen(1953) attemptedtotheorisetherelationshipthatshouldexistbetweenbusinessandsociety intermsofsocialresponsibility.Halal(2000)suggeststhattheSRMwasintroduced inanattempttocorrectsomeoftheanomaliesoftheprofit-centredmodel(PCM). FollowingBowen’sbook,severalcorporationshadoptedtofollowadifferentroute fromthePCM’speriod;theyhadidentifiedthesupportandpopularitytheSRMwas generatingamongstsomeoftheprimarystakeholders,notablytheircustomersand employees.TheSRMaccordingtoHalal(2000)wasbasicallyabout“doinggood” iftheentityaspirestosimultaneouslydowell.EventhoughtheSRMwasan improvementontheethosanddoctrinespropagatedbythePCM,Halal(2000) arguesthatthetwoweremutuallyexclusivedespitetheinterrelationshipwhich shouldcoexistbetweenthetwooftheminordertobringaboutgoodgovernance. Eachofthemwasfocusinginoppositedirectionsofthespectrum,thuspreventing theenormousbenefitswhichcouldensueiftheywerelinkedinsomeway.This madetheirgoalstoconflictandbeingatoddswitheachother.Profitwasimportant forthecorporationtosurvivebutdoinggoodwouldinevitablyreduceprofit,assuch thedesiretowanttopursueandseethemodelthroughwaslacking.Themodel failedtopassthetestoftime.Itwas,therefore,inevitableandnosurprisethata replacementtothemodelwassoonerorlatergoingtobenecessary.
TheCorporateCommunityModel(CCM) By1980,themissinglinkbetweencorporationandsocietyhadbecomeapparent. Therolecorporategovernancewasexpectedtoplayinlinkingcorporationsand societytogetherhadalsobecomeapparenttobusinessandsociety.Halal(2000) callstheperiodbeginningin1980the“InformationAge”anddescribestheperiod asonewhichheraldsashiftinfocusfrom“capital”to“knowledge”,sincecapital referstotangiblefixedassetswhichsomehowwearoutwhethertheyareusedor unused;knowledge,ontheotherhand,referstointangiblefixedassetwhichdoes notdepreciateinvaluebutappreciatesinvalueovertimewhensharedwithothers. Itisthisqualityof“knowledge”thatpropelscorporatemanagerstoseekthesharing ofinformationwiththeirstakeholderssincethiscourseofactionwouldcontribute positivelyinmeetingcorporatestrategies.Theadventofthesocialmediaand informationandcommunicationstechnology(ICT)systemshasmadethingsbetter inthisregard.Managersprovideinformationtothesestakeholders,andinreturn, theyreceivevaluableinformationfromthem.Theresultofwhichwouldonlybring aboutabetterunderstanding,adecreaseinthelevelofmistrustofmanagement’s actionsbythesestakeholdersandabetteropportunitytojointlycollaborateinorder tosolvebothoureconomicandsocietalproblems.TheCCMhascontinuedtothrive
since1980upuntilthepresentmoment,andthereappearstobeanunwritten memorandumofunderstandingbetweenthetwosides—thecommunityandcorporations.Thelevelofunderstandinghasincreasedandanoticeablereductionin conflictsandfrictionsbetweenthetwosidesnowprevails.Thisperhapsexplains whycorporationsarevoluntarilyfollowingdifferentstrategieswhicharedesigned tohelptheenvironmentandactivatesustainabledevelopmentactions.Taking similaractionstothesesomefortyorfiftyyearsagowouldhavebeenperceived ascreatingunnecessaryincreaseincosts,thusreducingcorporateprofitsand consequentlyshareholders’ dividends.
CorporateSocialResponsibilityoriginallystartedasanideawithaseminal paperbyBowen(1948);itdevelopedtoaseriesofideasthroughresearchanda seriesofdebatesandconferences.Ithasnowtransformedintoaseriesofmeasurableimpactsgloballythroughconcertedactionsbyall.Since2000,theUnited Nationshasputforwardtwosetsof15-yeardevelopmentgoals—Millennium DevelopmentGoals2015andSustainableDevelopmentGoals2030.Theyare bothdesignedtoreshapeourworldintermsofsocialresponsibility.Thechapters inthisbookhavesuccessfullyexploredCSRfromprofessional,conceptualand strategicdimensionsandwehopeyouwillincreaseyourunderstandingofthefield ofCSRthroughyourinteractionwiththevolume.
AnumberofinnovativeimpactfulideashavestemmedfromCSRindifferent economiesaroundtheworld.Theliteratureisfullofdiscussionsaboutsocial entrepreneurship,socialinnovation,socialintrapreneurship,microfinance,sustainabledevelopmentandseveralothertermswhichhavebeencoinedinordertomake ourworldsociallyresponsibleandatthesametimesustainableforallinhabitantsof thisplaneteithernoworinthefuture.
Theelevenchapterswhichmakeupthisbookhavesuccessfullyexploredmany oftheseissues.TherearethreePartstothebook.PartIon ProfessionalCorporate SocialResponsibility ismadeupofthreechapters.PartIIon ConceptualCorporate SocialResponsibility ismadeupoffourchapters.Thefinalparton Strategic CorporateSocialResponsibility isalsomadeupoffourchapters.Eachchapter hasaddresseddifferentissuesthatrelatetothethemeofthebook.Itishopedthat theymeetyourrequirementswithregardtohowcorporatesocialresponsibilityhas transformedfromwhatinitiallystartedasaseriesof ideas intoanumberof noticeable impacts globally.
London,UKSamuelO.Idowu Aberdeen,UKStephenVertigans References
Bowen,H.R.(1953). Socialresponsibilitiesofthebusinessman.NewYork:HarperRow. Friedman,M.(1962). Capitalismandfreedom.Chicago,IL:UniversityofChicago. Friedman,M.(1970,September13).Thesocialresponsibilityofbusinessistoincreaseitsprofits. TheNewYorkTimesMagazine.
Halal,W.E.(2000).Corporatecommunity:Atheoryofthefirmunitingprofitabilityandresponsibility. StrategyandLeadership, 28(2),10–16.
Heald,M.(1957).Management’sresponsibilitytosociety:Thegrowthofanidea. TheBusiness HistoryReview, 31(4),375–384.
Idowu,S.O.(2010).Corporatesocialresponsibilityfromtheperspectiveofcorporatesecretaries. In:S.O.Idowu,&LealFilho,W.(Eds.),Professionalperspectivesofcorporatesocial responsibility.SpringerInternational,Switzerland.
Lee,M.-D.P.(2008).Areviewofthetheoriesofcorporatesocialresponsibility:Itsevolutionary pathandtheroadahead. InternationalJournalofManagementReviews, 10(1),53–73.
Chapter1 TheRationalesofLawyers,Accountants andFinancialAnalystsinShapingtheEU AgendaonCSR DavidMonciardini
1.1Introduction:EuropeanCSRPoliciesandtheRole ofTransnationalProfessionalCommunities
EnteringthefieldofCSRreporting,anyonecouldfeelunderstandablylostina ‘forest’ ofalternativeformulas,whichareoftenusedassynonymous:sustainability reporting;socialandenvironmentalaccounting;ESG(EnvironmentalSocialand Governance)data;non-financialinformation;etc.Goingdeeperintothisissue, differencesarisebetweenthosewhotalkabouttransparency,disclosureorcorporateaccountability.Foreachofthese ‘entrypoints’ intoCSRreporting,multiple choicesareavailabletolaw-andpolicy-makers,whichwouldradicallychangethe modeandcontentofCSRreportingregulation(cf.Bebbington&Gray, 2001;Buhr, 2007;Crouch, 2010;Everett, 2004;Mason, 2005;Morgera, 2009).Disclosure shouldbelefttocompanies’ discretionormandatedbylaw?Whatshoulda companyreporton?Whichcompaniesshouldberequiredtoprovideinformation? Towhommanagersshouldbeheldaccountablefortheirdecisions?How non-financialinformationcanbeverified?Adoptingadepoliticisedandundersocialisedapproachtothisproblem,untilrecently,mostoftheliteratureandthe policydebatewastakingforgrantedthatwealreadyknowwhatthisreporting entails.Itwasconventionallytreatedasatechnicalissue.However,morerecently, thedebatehasbecomemoreexplicitly ‘political’,particularlyaslaw-andpolicymakershavebecomeincreasinglyactiveonthisissue.Thereisagrowingliterature thatgoesbeyondmanagerialandnormativeapproachesandhasrevealedthe co-existenceofdifferent,oftencompeting,instancesandinterests(DeSchutter, 2008;Dingwerth&Eichinger, 2010;Fairbrass, 2011;Kinderman, 2013).Thestudy aimstocontributetothisstrandofstudiesonchangesinCSRpoliciesandpolitics,
D.Monciardini(*)
UniversityofExeterBusinessSchool,Exeter,UK
e-mail: D.Monciardini@exeter.ac.uk
© SpringerInternationalPublishingSwitzerland2017
S.O.Idowu,S.Vertigans(eds.), StagesofCorporateSocialResponsibility,CSR, Sustainability,Ethics&Governance,DOI10.1007/978-3-319-43536-7_1
offeringanoriginalcontribution,whichfocusesontheroleoftransnationalprofessionalcommunitiesinshapingtheemergingfieldofCSRreportingregulationat theEUlevel.
ThearticleisbasedonaseriesofinterviewswithkeystakeholdersandEU policy-makersmadebetween2011and2013aspartoftheInternationalPhD ‘RenatoTreves’ inLawandSociety.Oneofthekeyfindingsthatemergedfrom thefieldworkwasthecrucialroleplayedbythreeprofessionalgroups,particularly activeintheEUdebateonregulatingCSRreporting:financialanalysts;internationalprofessionalaccountants;andenvironmentalandhumanrightslawyers.In particular,asforaccountants,ithighlightedtheroleoftheFederationofEuropean Accountants(FEE),inconnectionwiththeInternationalAccountingStandard Board(IASB)andthe ‘BigFour’ (KPMG,Deloitte,Accenture,andE&Y).Asfor activist-lawyers,itemergedtheroleoftheEuropeanCoalitionforCorporateJustice (ECCJ),anetworkofEuropeanNGOs,assistedintheelaborationoflegalproposals bynationalorganisationssuchastheEnvironmentalLawService,ELS(nowFrank Bold),orSHERPA,aParis-basedassociationfocusedoneconomiccrimes.Lastly, consideringfinancialanalysts,itemerged,inparticular,theroleplayedbythe GermanDVBAandtheEuropeanFederationofFinancialAnalysts(EFFAS). Buildingontheseinsights,theauthorhasalsosystematicallyanalysedtheavailable secondarysourcesconcerningtheactivitiesoftheseactors,relatedtotheEU-level policydebateonCSRreportingregulation,duringtheperiod2006–2013.
Theanalysisappearstosupporttheresearchhypothesis.Followingtheoutbreak oftheglobalfinancialcrisis,EUpublicauthoritiesshownawillingnesstotalkabout CSRregulationand,inparticular,transparencyanddisclosure.Thisregulatory ‘windowofopportunity’ triggeredtheinterestofhumanrightsandenvironmental activist-lawyers,normallyunconcernedaboutchangesinaccountingrules,aswell asfinancialanalysts,usuallyrather ‘detached’ fromsocialandenvironmental matters.Thissituationprovokedthereactionofinternationalprofessionalaccountants,whohadprogressivelygainedcontroloveraccountingrule-makingfromEU andnationalpolitics(Botzem, 2012;Dewin&Russell, 2007)andsuddenlyhadto defendtheirautonomyandlegitimateauthority.
1.2TheoreticalApproachandResearchMethodology Thetheoreticalapproachdeployedbythisstudyisdrawingfromdifferentcontributionsfromaccounting,sociologyandpoliticaleconomy(e.g.,Crouch, 2010; Dezalay&Madsen, 2012;Graz&Nolke, 2007).Inparticular,itbuildsonthework ofDjelicandQuack(2010)onprofessionsandtransnationalsocialnetworks. Namely,thestudyanalysesprofessionalaccountants;activist-lawyersandfinancial analystsasTransnationalCommunities(TCs)ofprofessionals.Adoptingthis theoreticalframework,thearticleattemptstogobeyondmostoftheliterature, whichhasbeenoverwhelminglyfocusedondifferentnational ‘models’ (Gjolberg, 2010;Matten&Moon, 2008)oroncertainstakeholders,e.g.,employers;NGOs;
investors;etc.(Kinderman, 2013;Ungericht&Hirt, 2010),relegatingprofessional communitiestotheroleofindividualexperts.DjelicandQuackdefineTCsassocial groupsthatemergefrommutualinteractionacrossnationalboundaries,oriented aroundacommonprojector ‘imagined’ identity.Thiscommonprojectoridentityis constructedandsustainedthroughtheactiveengagementandinvolvementofat leastsomeofitsmembers.Suchcommunitiescanoverlapindifferentwayswith formalorganizations.However,inprinciple,theydonotneedformalorganization tobesustained.
Thisactor-centredapproachperfectlyfitstheobjectivesofthestudy.Theaimis togenerateanumberofinsightsonstructuralchanges,whileacknowledgingthe roleofagencyandreflexivity.Infact,itstressesthattheopeningupofnew regulatoryspaces(CSRreportingregulation)islikelytogenerateconflictsover thematerialandsymbolicoccupationofthisspace(seeDjelic&Sahlin-Andersson, 2006).Furthermore,adoptingthishistoricalperspective(Djelic&Etchanchu, 2014;Djelic&Quack, 2007),italsoshedlightoncumulativeprogressofgradual changes,whichtookplacebetween2006and2013,atdifferentlevelsofregulation andthroughvaryingmodesofgovernance.
ToinvestigateempiricallytheroleoftheseTCsintheemergingEUregulation ofCSR,theresearchapplieda“processtheory”perspective(cf.Langley, 1999; Pierson, 2004).Thisresearchmethodologygivesparticularattentiontotimeorderingofthecontributoryeventsasawayofcapturingthekeyfactorsthatexplainthe roleofdifferentactorsinshapingpolicyandregulatorychanges.Similarlytoother recentstudiesaimedatempiricallyexploringchangesinthetransnationalregulationofaccounting(cf.Botzem, 2012),theresearchstrategyconsistsina“causal reconstruction”,whichlinksinitialconditionstoobservableoutcomes (cf.Mahoney, 2001;Mayntz, 2004).Ratherthanbeinganaprioristicdecision,the selectionofthekeyactorsthathavebeenempiricallyinvestigatedhasgradually emergedfromtheinterviews(seeAnnex).Then,inordertostrengthentheinterviews’ findings,thestudyhassystematicallyassessedchangesinthepositionof thesekeyactorstowardstheEUproposeddirectiveonCSRreporting.Thisfurther stephasbeenaccomplishedthroughacontentanalysisofthemainpublicdocumentsandpressreleasestheactorshaveissuedbetween2009and2014onthis issues.Thedocumentanalysishasprovidedadenseunderstandingofcumulative institutionalchangesandtheinterplaybetweendifferentagentsinshapingthe emergingregulatoryfieldofEUCSRreporting.Inparticular,ithasofferedinsights aboutthedifferentlanguage,argumentsandideasadoptedbythethreeTCsof professionals.Tothis,itisworthtostressthatthethreecompetingrationales identifiedbythisstudy—comingfromLaw,AccountancyandFinance—should beseenaskindofidealtypes,representinghistoricallyandsociallyconstructed institutionalpathsandcompeting ‘traditions’ .
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