Hostname: page-component-78c5997874-j824f Total loading time: 0 Render date: 2024-11-04T18:35:38.883Z Has data issue: false hasContentIssue false
  • English
  • Français

Embedded Corporate Social Responsibility: Can't We Do Better Than GE, Intel, and IBM? How About a Benefit Corporation?

Published online by Cambridge University Press:  07 January 2015

Yolanda Sarason  and
Grace Hanley
Yolanda Sarason*
Affiliation:
Colorado State University
Grace Hanley
Affiliation:
Colorado State University
*
E-mail: [email protected], Address: College of Business, Colorado State University, Ft. Collins, CO 80523-1275
Get access Rights & Permissions [Opens in a new window]

Extract

We agree with Aguinis and Glavas's (2013) conceptualization of embedded versus peripheral corporate social responsibility (CSR). Our concern is whether GE, Intel, and IBM are the best examples of companies with embedded CSR. We propose a more systematic identification of companies with embedded company-wide CSR. A source of exemplars may be aided in drawing upon companies that meet the criteria of “B Corps” or organize as “Benefit Corporations.” Patagonia and New Belgium Brewing Company are provided as examples of “B Corp” companies that utilize core competencies to create company-wide embedded CSR.

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 6 , Issue 4 , December 2013 , pp. 354 - 358
Copyright
Copyright © Society for Industrial and Organizational Psychology 2013

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Aguinis, H. (2011). Organizational responsibility? Doing good and doing well. In Zedect, W. (Ed.), APA handbook of industrial psychology (Vol. 3, pp. 855–879).Google Scholar
Aguinis, H., & Glavas, A. (2013). Embedded versus peripheral corporate social responsibility: Psychological foundations. Industrial and Organizational Psychology: Perspectives on Science and Practice, 6(4), 314–332.CrossRefGoogle Scholar
B Lab. (2013a). What are B Corps? Retrieved from http://www.bcorporation.net/what-are-b-corpsGoogle Scholar
B Lab. (2013b). Patagonia, Inc. Retrieved from http://www.bcorporation.net/community/patagonia-incGoogle Scholar
Chandler, M. (2011). Patagonia keeps a close eye on its supply chain. Stanford Graduate School of Business. Retrieved from: http://www.gsb.stanford.edu/news/headlines/chouinard_patagonia_2011.htmlGoogle Scholar
GE. (2013). Retrieved from http://www.ge.com/about-us/buildingGoogle Scholar
New Belgium. (2013). We are 100% employee owned. Retrieved from http://www.newbelgium.com/community/Blog/13-01-16/We-are-100-Employee-Owned.aspxGoogle Scholar
New Belgium Brewery. (2013). Natural resource management team. Retrieved from http://www.newbelgium.com/sustainability/Brewery.aspxGoogle Scholar
New York Times. (2004, March 15). In an I.B.M. village, pollution fears taint relations with neighbors. Retrieved from www.nytimes.comGoogle Scholar
New York Times. (2011a, March 15). Design of G.E.'s mark 1 nuclear reactors shows weaknesses. p. A14.Google Scholar
New York Times. (2011b, March 24). G.E.'s strategies let it avoid taxes altogether. p. A1.Google Scholar
Patagonia. (2013). Common threads initiative. Retrieved from http://www.patagonia.com/us/common-threads/recycle?src=vty_recycGoogle Scholar
Portero, A. (2011). 30 Major U.S. corporations paid more to lobby congress than income taxes, 2008–2010. International Business Times.Google Scholar
Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, May/June, 79–91.Google Scholar
Rockwell, B. (2005). Intel vs the village. Lincoln, NE: !Universe.Google Scholar
Sarason, Y., McCambridge, J., & Morrison, M. (2008). We are about more than making beer: New Belgium brewing company. North American Case Research Association: Case Research Journal.Google Scholar
Savitz, A. (2006). The triple bottom line: How today's best-run companies are achieving economic, social and environmental success—and how you can too. San Francisco, CA: Jossey Bass.Google Scholar
The Economist. (2012). Firms with benefits. New York, NY. Retrieved from http://www.economist.com/node/21542432Google Scholar