Collective ideals and practices in sustainable development: managing corporate identity

Jakob Lauring and Christa Thomsen

Corporate Social Responsibility and Environmental Management, 2009, vol. 16, issue 1, 38-47

Abstract: When implementing corporate identity initiatives, CSR values are often formally distributed throughout the organization. This is done to coordinate the actions of organizational members to meet demands of social responsibility among stakeholders. However, inconsistencies between ideals and practices can often be observed. Based on an ethnographic study of the implementation of equal opportunity policies in a Danish organization, this article argues that identity making is a socially negotiated process. Consequently, policy interpretations may be guided by different incentives in the different local settings. We suggest that policies should be developed in close interaction with the different organizational members in order to facilitate CSR identity making at a local level. Copyright © 2008 John Wiley & Sons, Ltd and ERP Environment.

Date: 2009
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (13)

Downloads: (external link)
https://doi.org/10.1002/csr.181

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:wly:corsem:v:16:y:2009:i:1:p:38-47

Access Statistics for this article

More articles in Corporate Social Responsibility and Environmental Management from John Wiley & Sons
Bibliographic data for series maintained by Wiley Content Delivery ().