- The Oxford Handbook of Corporate Social Responsibility
- List of Figures
- List of Tables
- Editor Biographies
- Author Biographies
- The Corporate Social Responsibility Agenda
- A History of Corporate Social Responsibility: Concepts and Practices
- Corporate Social Responsibility Theories
- The Business Case for Corporate Social Responsibility
- Corporate Social Performance and Financial Performance: A Research Synthesis
- Principals and Agents: Further Thoughts on the Friedmanite Critique of Corporate Social Responsibility
- Rethinking Corporate Social Responsibility and the Role of the Firm—On the Denial of Politics
- Critical Theory and Corporate Social Responsibility : Can/Should We Get Beyond Cynical Reasoning?
- Much Ado about Nothing: A Conceptual Critique of Corporate Social Responsibility
- Top Managers as Drivers for Corporate Social Responsibility
- Socially Responsible Investment and Shareholder Activism
- Consumers as Drivers of Corporate Social Responsibility
- Corporate Social Responsibility, Government, and Civil Society
- Corporate Governance and Corporate Social Responsibility
- Stakeholder Theory: Managing Corporate Social Responsibility in a Multiple Actor Context
- Responsibility in the Supply Chain
- Corporate Social Responsibility: The Reporting and Assurance Dimension
- Globalization and Corporate Social Responsibility
- Corporate Social Responsibility and Theories of Global Governance: Strategic Contestation in Global Issue Arenas
- Corporate Social Responsibility in a Comparative Perspective
- Corporate Social Responsibility in Developing Countries
- Educating for Responsible Management
- Corporate Social Responsibility: Deep Roots, Flourishing Growth, Promising Future
- Senior Management Preferences and Corporate Social Responsibility
- The Transatlantic Paradox: How Outdated Concepts Confuse the American/European Debate about Corporate Governance
- Spirituality as a Firm Basis for Corporate Social Responsibility
- Future Perspectives of Corporate Social Responsibility : Where we are Coming from? Where are we Heading?
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.
Alison Mackey is Assistant Professor of Management at the Orfalea College of Business at California Polytechnic State University. Her research is related to executive labor markets, executive compensation, and corporate social responsibility. Her research has been published in Academy of Management Review, the Strategic Management Journal, and Business & Society. She received the Wiley Blackwell Outstanding Dissertation award from the Academy of Management. She serves on the editorial boards at the Strategic Management Journal and Journal of Management. She earned her Ph.D. from the Ohio State University.
Tyson B. Mackey is an Assistant Professor of Management at the Orfalea College of Business at California Polytechnic State University. He received his Ph.D. in Business Policy from The Ohio State University. His current research interests include the relationship between diversification and firm value as well as corporate social responsibility.
Jay B. Barney , Professor of Management and Chase Chair for Excellence in Corporate Strategy at the Max M. Fisher College of Business, The Ohio State University, received his doctorate in Administrative Science and Sociology from Yale University. Professor Barney's research focuses on the relationship between firm skills and capabilities and sustained competitive advantage. He has published over 75 articles and books and consulted widely. Awards include an honorary doctorate degree from the University of Lund and honorary visiting professor positions in New Zealand, China, and the United Kingdom. He was elected Fellow in the Academy of Management, where he received the Irwin Outstanding Educator Award in the Business Policy and Strategy Division.
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