Session 11, Schelz
- 1. October, 2011 The Challenge of Communicating CSR: Is the Key Found in the Corporate Value Systems LINE SCHMELTZ, PH.D. STUDENT CENTRE FOR CORPORATE COMMUNICATION, AARHUS UNIVERSITY
- 2. The Challenge of Communicating CSR Line Schmeltz October, 2011 2 A Short Introduction › Ph.d. Project: › Communicating CSR to Consumers: Configurations of the Conception, Perception and Production of Consumer-oriented CSR Communication. 1. Consumers Consumer-oriented CSR Communication: Focusing on Ability or Morality? 2. Companies The Challenge of Communicating CSR: Is the Key found in the Corporate Value Systems 3. Communication Applying Value-based CSR Communication Strategies - A way to Reach the Young Consumers?
- 3. The Challenge of Communicating CSR Line Schmeltz October, 2011 What’s the problem? › A new corporate landscape? › Changing role of corporations (values) in society – no clearly defined role of the corporate players › A shift in the power balance between a corporation and its stakeholders › Communication becomes increasingly complicated (media & message) 3
- 4. The Challenge of Communicating CSR Line Schmeltz October, 2011 Corporate Social Responsibility › Have companies adapted to this new role? › Has it lead to a change in the values communicated by corporations? › Do companies embracing a CSR agenda adapt and align their values systems and value communication in reflection of a new commitment and an underlying change in organizational identity? › Empirically answer the question by taking a comparative approach to companies’ communicated corporate values (corporate identity - CI) and their CSR values applying a value-theoretical framework. 4
- 5. The Challenge of Communicating CSR Line Schmeltz October, 2011 Corporate Identity The Link Between Corporate Identity and Corporate Social Responsibility: Values 5 › Focus: Implementation and integration of CSR in order to establish shared value system Corporate Social Responsibility Values
- 6. The Challenge of Communicating CSR Line Schmeltz October, 2011 Research design › Who - Sampling › 6 DI companies › What - Units of analysis › Interviews with CSR managers › Corporate website texts on mission, vision and corporate values › How - Method of analysis › Qualitative content analysis based on semantic units › Coding according to Rokeach’s Value System for both CSR and CI texts → Corporate Value System › Corporate Value System: Primary, secondary and tertiary values for both CI and CSR 6
- 7. The Challenge of Communicating CSR Line Schmeltz October, 2011 A Corporate Value System 7 Company E Corporate Identity Corporate Social Responsibility Primary values 1. A sense of accomplishment (TP) 2. Ambitious (IC) 3. Capable (IC) 4. Social recognition (TP) 5. Responsible (IM) 1. Obedient (IM) 2. Polite (listening to stakeholders and pleasing them to a large degree) (IM) Secondary values 1. Capable (IC) 2. Logical (IC) 3. A comfortable life (TP) 1. Responsible (IM) 2. Capable (IC) Tertiary values 1. A world of beauty (TS) 2. Broadminded (IM) 3. Intellectual (IC) 4. Obedient (IM) 1. Ambitious (IC) 2. Helpful IM)
- 8. The Challenge of Communicating CSR Line Schmeltz October, 2011 Findings - I › Contradictions and tensions between CI and CSR values › Managers state that corporate values are the basis of their CSR - but they have difficulties articulating those values and explaining how they apply in a CSR context. › Managers seem to rely on the habitual, traditional values conventionally related to the concept of CSR such as being obedient and responsible. › The less implemented CSR is, the more focus is on moral values. › The more implemented CSR is, the more competence values are present 8
- 9. The Challenge of Communicating CSR Line Schmeltz October, 2011 Findings - II › Lack of integration of CSR into CI › The corporate value systems are not harmonized – no alignment. › Suggests that CSR is not yet an embedded part of a company’s culture or identity, not yet institutionalized. › Means that CSR is simply seen as a means to achieve something else, i.e. the end-goals of the company, not yet considered to be a desired end-state in itself. › The missing integration could be an expression of an inherent difficulty in adapting to the new societal role often referred to as corporate citizenship. › Findings suggest that as the companies gradually implement and institutionalize CSR, the values underlying and guiding their CSR engagement will be of a more terminal character and more aligned with the corporate values as well. 9
- 10. The Challenge of Communicating CSR Line Schmeltz October, 2011 Findings - III › Co-existence of two separate value systems › Two completely separate systems of values are operating in the companies. › This misalignment between CSR and CI can be caused by either a mental or an organizational challenge › Mental challenge › CSR not a legitimate part of the corporate identity › Organizational challenge › Organizing and coordinating internally › Educational and professional background of CSR managers › Line of business 10
- 11. The Challenge of Communicating CSR Line Schmeltz October, 2011 Conclusion › Do companies embracing a CSR agenda adapt and align their value systems and values communication in reflection of a new commitment and an underlying change in organizational identity? › No. › This could be explained by: › Lack of implementation and integration between CI and CSR → contradictions between value systems. › Lack of coordination between key players in the organization. › Complexity of corporations’ role. › Line of business. › CSR’s role in modern business. › Suggestion: › A tighter fit between CI and CSR values. › Acceptance of CSR as a means to fulfill the vision – not a vision in itself. 11