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Call for Short Papers: 

PDW "Bringing CSR Back into the Corporation: The Organizational Dynamics of CSR" at AoM Chicago, USA, August 10-14, 2018

Organizers: Mette Morsing, Stockholm School of Economics/Copenhagen Business School, Laura J. Spence, Royal Holloway, University of London, Christopher Wickert, VU Amsterdam, and James P. Walsh, University of Michigan.

Topic: Employees and workers are a central stakeholder group to influence Corporate Social Responsibility (CSR) in organizations. They operationalize, comply with, disrupt or change CSR intentions (Aguilera, et al, 2007; Margolis & Walsh, 2003; Risi & Wickert, 2017). They can create an "internal social movement" for CSR (Wickert & de Bakker, 2018), or act as points of resistance (Costas & Kärreman, 2013; Morsing & Roepstorff, 2015). In response, research has turned to what could be labeled a "micro-turn" in CSR (Aguinis & Glavas, 2012). More concretely, we witness an emerging interest in understanding the micro-dynamics of CSR that includes studying top managerial engagement in making CSR decisions and practices happen as well as studying actors at middle and lower echelons where the role of managers and workers may be pivotal beyond just being mere "receivers" or passive adopters of a CSR policy that is to be executed. In this workshop we aim to put particular emphasis on how managers and employees are enabled to integrate ethical assessment, engage local interpretation and shape organizational activity on CSR within organizations.

The Workshop: The proposed 90-minute workshop will bring together scholars interested in micro-processes of CSR to develop these perspectives in an interactive, supportive and interdisciplinary environment. After initial "scene setting" introductions by the organizers in a panel format, the session will focus on discussion and feedback on research projects based on pre-submitted abstracts. We particularly encourage PhD students and early-career scholars working on the topic of this PDW to submit their work in order to receive feedback!

Questions addressed in the workshop include, but are not limited to: 

1.      What are the dynamics, roles and relationships between managers and employees to develop organizational environments that support CSR?

2.      What are dynamics and processes among employees to engage in development of organizational CSR activities?

3.      What are dynamics, reactions and relationships between organizational members and outsiders in the formation of organizational responses to CSR expectations from external stakeholders?

Objectives of the Workshop: 

(1)   Share, discuss and develop ideas about how we stimulate more novel and impactful research to understand the importance of organizational members as a central agent influencing (or hindering) organizational change for social responsibility.

(2)   Show how different theoretical and methodological perspectives may contribute to elevate understanding of the mechanisms, dynamics and results of organizational members' contributions to the Academy's theme Improving Lives and societal betterment.

(3)   Build bridges between junior scholars and more established members of the academic community. The short paper format will allow junior scholars access to discuss their work with senior scholars at the short paper world café format.

Submission modalities:         

·      Short-paper/abstract of up to 750 words.

·       Deadline for submission of short paper to christopher.wickert@vu.nl is June 15, 2018!

·       We will accept a maximum of 24 short papers based on research relevance and quality.

·       Notification of acceptance will be given at the beginning of July.

Sponsor: Social Issues in Management (SIM) division

References:

Aguinis, H., & Glavas, A. (2012). What we know and don't know about corporate social responsibility: A review and research agenda. Journal of Management, 38(4), 932–968.

Aguilera, R. V., Rupp, D. E., Williams, C. A., & Ganapathi, J. (2007). Putting the s back into corporate social responsibility: A multilevel theory of social change in organizations. Academy of Management Review, 32(3), 836–863. 

Costas, J., & Kärreman, D. (2013). Conscience as control–managing employees through CSR. Organization, 20(3), 394-415.

Margolis, J.P.  & Walsh, J. D. (2003). Misery loves companies. Rethinking social initiatives  by business. Administrative Science Quarterly, 48(2), 268-305

Morsing, M. & Roepstorff, A. (2015). CSR as corporate political activity. Observations on IKEA's CSR identity-image dynamics. Journal of Business Ethics, 128(2), 395-409.

Risi, D., & Wickert, C. (2016). Reconsidering the 'symmetry' between institutionalization and professionalization: The case of corporate social responsibility managers. Journal of Management Studies, 54(5), 613–646.

Wickert, C., & de Bakker, F.G.A. (2018). Pitching for social change: Towards a relational approach to selling and buying social issues. Academy of Management Discoveries, 4(1), 50–73.


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