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Being fair and being seen to be fair: Corporate reputation and CSR partnerships

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  • Mutch, Nicola
  • Aitken, Robert

Abstract

Over the past two decades, corporate social responsibility (CSR) has been a growth area in managerial practice and academic consideration, as companies pursue the strategy to advance their corporate reputation goals. A popular CSR activity for many companies has been to enter into social alliance partnerships with nonprofit organisations [Berger, I., Cunningham, P., Drumwright, M., 2004. Social alliances: company/nonprofit collaboration. California Management Review 47 (1), 58–90]. This has been met by a sceptical yet pragmatic public, willing to support the partnerships so long as corporates are seen to be fair and just in their dealings with the nonprofit partner. Currently, however, there is little ability for stakeholders to know whether the partnerships are fair. This paper considers conflicting conceptions of how justice may be understood in corporate-nonprofit partnerships. It offers a model for how stakeholders may judge justice in CSR partnerships and relate this to corporate reputation.

Suggested Citation

  • Mutch, Nicola & Aitken, Robert, 2009. "Being fair and being seen to be fair: Corporate reputation and CSR partnerships," Australasian marketing journal, Elsevier, vol. 17(2), pages 92-98.
    • Handle: RePEc:eee:aumajo:v:17:y:2009:i:2:p:92-98
    DOI: 10.1016/j.ausmj.2009.05.002
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    References listed on IDEAS

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    1. Ralph Hamann & Nicola Acutt, 2003. "How should civil society (and the government) respond to 'corporate social responsibility'? A critique of business motivations and the potential for partnerships," Development Southern Africa, Taylor & Francis Journals, vol. 20(2), pages 255-270.
    2. Ven van de, B. & Graafland, J.J., 2006. "Strategic and moral motivation for corporate social responsibility," MPRA Paper 20278, University Library of Munich, Germany.
    3. M. Tina Dacin & Christine Oliver & Jean‐Paul Roy, 2007. "The legitimacy of strategic alliances: an institutional perspective," Strategic Management Journal, Wiley Blackwell, vol. 28(2), pages 169-187, February.
    4. Guido Palazzo & Andreas Scherer, 2006. "Corporate Legitimacy as Deliberation: A Communicative Framework," Journal of Business Ethics, Springer, vol. 66(1), pages 71-88, June.
    5. Vitell, Scott J. & Paolillo, Joseph G. P. & Thomas, James L., 2003. "The Perceived Role of Ethics and Social Responsibility: A Study of Marketing Professionals," Business Ethics Quarterly, Cambridge University Press, vol. 13(1), pages 63-86, January.
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    Cited by:

    1. Yu-Muo Lee & Jin-Li Hu, 2018. "Integrated Approaches for Business Sustainability: The Perspective of Corporate Social Responsibility," Sustainability, MDPI, vol. 10(7), pages 1-20, July.
    2. Friederike Schultz & Itziar Castelló & Mette Morsing, 2013. "The Construction of Corporate Social Responsibility in Network Societies: A Communication View," Journal of Business Ethics, Springer, vol. 115(4), pages 681-692, July.
    3. Gaurav Dawar & Seema Singh, 2022. "How Can Small and Medium Enterprises Effectively Implement Corporate Social Responsibility?: An Indian Perspective," Global Business Review, International Management Institute, vol. 23(3), pages 756-784, June.
    4. Petra F.A. Dilling, 2011. "Stakeholder Perception Of Corporate Social Responsibility," International Journal of Management and Marketing Research, The Institute for Business and Finance Research, vol. 4(2), pages 23-34.
    5. Linda Thorne & Lois S. Mahoney & Kristen Gregory & Susan Convery, 2017. "A Comparison of Canadian and U.S. CSR Strategic Alliances, CSR Reporting, and CSR Performance: Insights into Implicit–Explicit CSR," Journal of Business Ethics, Springer, vol. 143(1), pages 85-98, June.
    6. Annesi, Nora & Battaglia, Massimo & Frey, Marco, 2021. "Stakeholder engagement by an Italian water utility company: Insight from participant observation of dialogism," Utilities Policy, Elsevier, vol. 72(C).
    7. Gordon Liu & Wai Wai Ko & Chris Chapleo, 2018. "How and When Socially Entrepreneurial Nonprofit Organizations Benefit From Adopting Social Alliance Management Routines to Manage Social Alliances?," Journal of Business Ethics, Springer, vol. 151(2), pages 497-516, August.

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