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Organizational culture and CSR: an exploratory study of Estonian service organizations

Author

Listed:
  • Krista Jaakson
  • Maaja Vadi
  • Katrin Tamm

Abstract

Purpose - This paper sets out to investigate the effect of organizational culture on corporate social responsibility (CSR) in service companies in Estonia. CSR is defined here as a concept whereby companies integrate social and environmental concerns in their business operations and in their interaction with their stakeholders on a voluntary basis. Design/methodology/approach - In order to develop hypotheses, studies that relate culture at the organizational and societal level and social responsibility were analyzed, leading the authors to the hypotheses that the more extensively an organization engaged in CSR activities, the less likely would task‐orientation exceed relationship‐orientation in this organization, and second, organizational culture in general would be stronger. An empirical study was conducted in 17 service organizations operating in Estonia. It used task‐ and relationship‐orientation as characteristics of organizational culture. These data were obtained from an Organizational Culture Questionnaire completed by the randomly selected employees of respective organizations. Organizational culture data were supplemented by data on CSR, provided by top managers or appropriate persons in all organizations as a response to a questionnaire. Findings - Results could not statistically confirm the hypothesis that strong organizational culture characterizes higher CSR performers, but results are inconclusive in this respect. On the other hand, there was no evidence that organizations with higher CSR are more relationship‐ than task‐oriented; however, relationship orientation was more strongly correlated with most CSR elements. The specific nature of services in the light of this result is discussed. Originality/value - The current paper is the first attempt to systematically relate organizational culture with its CSR behavior. Based on literature review, the main contribution to the existing literature is the outlining of possible relationships between the two phenomena.

Suggested Citation

  • Krista Jaakson & Maaja Vadi & Katrin Tamm, 2009. "Organizational culture and CSR: an exploratory study of Estonian service organizations," Social Responsibility Journal, Emerald Group Publishing Limited, vol. 5(1), pages 6-18, March.
  • Handle: RePEc:eme:srjpps:v:5:y:2009:i:1:p:6-18
    DOI: 10.1108/17471110910939962
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    Citations

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    Cited by:

    1. Ganescu Cristina & Gangone Andreea, 2017. "A Model of Socially Responsible Organizational Culture," Studia Universitatis „Vasile Goldis” Arad – Economics Series, Sciendo, vol. 27(2), pages 45-59, June.
    2. Yanica P. Dimitrova, 2020. "Corporate Social Responsibility and Innovation – the Meaningful Connection," Economic Studies journal, Bulgarian Academy of Sciences - Economic Research Institute, issue 4, pages 89-108.
    3. Florence Ngúni Mumba & Dr Mike Goma & Prof. Mpundu Mubanga, 2022. "Evaluating factors that affect Corporate Social Responsibility participation in selected Small and Medium Enterprises in Zambia," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 6(10), pages 566-576, October.
    4. Jamal Baz & Issam Laguir & Magalie Marais & Raffaele Staglianò, 2016. "Influence of National Institutions on the Corporate Social Responsibility Practices of Small- and Medium-sized Enterprises in the Food-processing Industry: Differences Between France and Morocco," Journal of Business Ethics, Springer, vol. 134(1), pages 117-133, March.

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