Show Summary Details

Page of

PRINTED FROM OXFORD HANDBOOKS ONLINE ( © Oxford University Press, 2018. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a title in Oxford Handbooks Online for personal use (for details see Privacy Policy and Legal Notice).

date: 12 July 2020

Abstract and Keywords

The purpose of this article is to examine whether or not having senior managers who are personally committed to socially responsible causes is either necessary or sufficient for firms to implement socially responsible activities. While not denying that having such senior managers may increase the probability that a firm will pursue a socially responsible agenda, this article concludes that senior manager commitment to socially responsible causes is neither necessary nor sufficient for a firm to implement socially responsible activities. This article has important practical implications for those seeking to increase the amount of socially responsible corporate behavior in the economy. In particular, the arguments developed here suggest that efforts that focus exclusively on changing the social responsibility preferences of senior managers in firms may be misguided, and at the least should be augmented by efforts focused on different firm stakeholders.

Keywords: senior managers, corporate behavior, economy, social responsibility, stakeholders

Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.

Please subscribe or login to access full text content.

If you have purchased a print title that contains an access token, please see the token for information about how to register your code.

For questions on access or troubleshooting, please check our FAQs, and if you can''t find the answer there, please contact us.