Corporate Social Responsibility and Individual Resistance: Learning as the Missing Link in Implementation
16 Pages Posted: 18 Jan 2013
Date Written: January 17, 2013
Abstract
This paper uses organisational learning literature to explore how employees' orientations to corporate social responsibility (CSR), mental models and assessments of organisations' espoused and enacted values, impact upon CSR program success. Work by Aguilera et al. (2007) is used to consider the potential dissonance between individual and organisational motives for CSR. This theoretical paper discusses the role of motives and learning within change and contemplates both the role of motives held within mental models as a crucial factor in the successful adoption of effective CSR practices and the function of learning practices in the support of CSR change.
Keywords: Corporate Social Responsibility, Organisational Learning
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