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Corporate Social Responsibility Values of Managers in Transforming Societies

Corporate Social Responsibility Values of Managers in Transforming Societies

Rainhart Lang, Irma Rybnikova
Copyright: © 2019 |Pages: 20
ISBN13: 9781522561927|ISBN10: 1522561927|EISBN13: 9781522561934
DOI: 10.4018/978-1-5225-6192-7.ch068
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MLA

Lang, Rainhart, and Irma Rybnikova. "Corporate Social Responsibility Values of Managers in Transforming Societies." Corporate Social Responsibility: Concepts, Methodologies, Tools, and Applications, edited by Information Resources Management Association, IGI Global, 2019, pp. 1299-1318. https://doi.org/10.4018/978-1-5225-6192-7.ch068

APA

Lang, R. & Rybnikova, I. (2019). Corporate Social Responsibility Values of Managers in Transforming Societies. In I. Management Association (Ed.), Corporate Social Responsibility: Concepts, Methodologies, Tools, and Applications (pp. 1299-1318). IGI Global. https://doi.org/10.4018/978-1-5225-6192-7.ch068

Chicago

Lang, Rainhart, and Irma Rybnikova. "Corporate Social Responsibility Values of Managers in Transforming Societies." In Corporate Social Responsibility: Concepts, Methodologies, Tools, and Applications, edited by Information Resources Management Association, 1299-1318. Hershey, PA: IGI Global, 2019. https://doi.org/10.4018/978-1-5225-6192-7.ch068

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Abstract

Within the GLOBE project, CEOs from companies in East Germany, Estonia and Romania (N=129) have been interviewed about their value preferences in case of critical management decisions. Furthermore, lower level managers and employees (N=787) filled out questionnaires concerning perceived value preferences of their companies. Drawing on an extended stakeholder approach through focus on managerial values (CSV) and the person-situation concept of , we particularly focus on country-based contingencies of managerial values coupled with other context factors like managerial position and ownership. The findings show that there are specific country-based combinations of corporate social values in the companies studied, with strategic orientation in East Germany, shareholder focus coupled with a relatively strong religious orientation in Romania and an orientation on shareholders as well as on employees and community in Estonia. Moreover, an interaction between the country effect and organizational factors shaping managerial decisions can be observed.

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