Abstract
This chapter analyses the adoption by large food retailers of corporate social responsibility (CSR) programs targeted at employees and their families. The authors propose an exploratory research. A qualitative approach has been used to examine the emerging redefinition of the organizational approach to improve effectiveness of retail CSR initiatives. The multiple case study analysis is a useful research tool that investigates a contemporary phenomenon in its real-life context, especially when the boundaries between phenomenon and context are not clearly evident. This methodology highlights nine different cases which explain some organizational tools to implement CSR in retail companies that operate in EU. Findings reveal the need for a redefinition of organizational structures and processes for implementing a successful CSR strategy in the retail sector. The selected cases show the importance of closer coordination among the organizational dimensions to implement CSR in retail sector. Some cases show a delay in the implementation of organizational tools and employee engagement.
TopRetailers, Csr And Organizational Resources
Over the last decades the importance of CSR has a grown significantly. In particular, recent economic and financial crises, as well as environmental degradation and serious social imbalances have increased consumer demand for more ethical and responsible corporate behaviours, through their purchasing practices.
The importance of CSR has increased in all economic sectors, including in the retail sector, where large international retailers are investing relevant resources to cope with consumers’ ethical demands (Whysall, 2000; Pepe, 2003; Jones, Comfort, & Eastwood, 2005). Key international retailers have begun to offer ethical products and services, consolidating their approach to CSR through activities related to sustainable development, fairness, and a balanced distribution of value among all stakeholders involved in their activities as well as along their supply chains (Musso & Risso, 2006; Risso, 2012a).
In particular, Anselmsson and Johansson (2007) pointed out that there are three general attitude-based dimensions for CSR positioning of retailers: human responsibility, product responsibility, and environmental responsibility.
The dimension of environmental responsibility means that a company is perceived to produce environmental-friendly, ecological, and non-harmful products. It implies that a clear regime of environmental policies exists and that product packaging is recyclable. Product responsibility means that all products come with a full and complete list of content, that country of origin is stated, that the company will uphold to its declarations of intent and assume liability for its products (Anselmsson & Johansson; 2007).
Human responsibility means that the company deals with suppliers who adhere to principles of natural and good breeding and farming of animals, and also maintains fair and positive working conditions and work-place environments for their own employees.
Jones et al. (2010) studied the sustainability reports of the worlds’ leading retailers. In particular, Jones et al. (2011) show how UK retailers tend to shape their sustainability agenda in a weak and opportunistic manner in order to encourage consumption. Souza-Monteiro and Hooker (2017) examine how socio-economic and institutional factors impact UK food retailers’ CSR strategies, as revealed in corporate communications and product marketing. They argue that CSR strategies are increasingly being used by food businesses not only improve firms’ goodwill and reputation but also as a competitive tool.
Meanwhile, a recent study (Kim et al., 2014) on consumer perception of community and employee oriented CSR program indicates that when retailers are perceived to adhere to social norms through their CSR actions, they gain legitimacy and support from consumers within the community.
Key Terms in this Chapter
Sustainability: Sustainability focuses on meeting the needs of the present without compromising the ability of future generations to meet their needs. The concept of sustainability is composed of three pillars: economic, environmental, and social—also known informally as profits, planet, and people.
Equal Opportunity and Gender: The state of equal ease of access to resources and opportunities regardless of gender, including economic participation and decision-making; and the state of valuing different behaviors, aspirations and needs equally, regardless of gender.
Education: Education is the process of facilitating learning, or the acquisition of knowledge, skills, values, beliefs, and habits. Educational methods include storytelling, discussion, teaching, training, and directed research.
Taking Care of Employees: Companies are increasingly looking for ways to support their employees as the complex humans they are. That means working for an organization that sees employee as more than simply workers who works, but also, as a parent, a volunteer, a soldier, and a person who has needs and interests outside of work.
Knowledge Management: Efficient handling of information and resources within a commercial organization.
Health and Safety: Regulations and procedures intended to prevent accident or injury in workplaces or public environments.
Working Conditions: It refers to the working environment and aspects of an employee's terms and conditions of employment. This covers such matters as: the organization of work and work activities; training, skills and employability; health, safety and well-being; and working time and work-life balance.
Internal Organization: The way in which commercial organization is structured to carry out its various activities. A lot of attention needs to be given to structure. The structure needs to be determined by the organisation's objectives and the communications networks that need to be built up both internally and externally.