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The Influence of Culture on Innovation and CSR Practices

The Influence of Culture on Innovation and CSR Practices

Carla Marisa Magalhães (Universidade Lusófona do Porto, Portugal & TRIE, Portugal)
Copyright: © 2022 |Pages: 24
DOI: 10.4018/978-1-6684-2339-4.ch008
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Abstract

CSR practices derive directly from strategic actions of companies but, more indirectly, from other factors that influence organizational behavior, such as culture. But talking about culture is something too comprehensive since we have national and organizational culture. At the level of CSR practices, will the framework of values of the leadership and the employees of an organization or the norms and values of the country where it operates be more influential? What is the role played by an innovative culture in the implementation of CSR? How can companies promote corporate social innovation? To answer these questions, this chapter will present some studies and discussions to contribute to the reflection of this issue not only to sensitize organizations to the importance of assuming CSR behaviors in an innovative way but also to analyze the role that culture has at this level.
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Corporate Social Responsibility

Talking about CSR is far from being consensual since the topic is the subject of debate, opinions are divided, giving rise to different currents of thought. So, basically – despite the variety of existing classifications – we have on the one hand a more instrumental thinking and on the other a more substantive thinking. In line with the first current, the base is conservative, defending the idea that a company's social responsibility is nothing more than obtaining profit, in the sense of satisfying shareholders and generating efficiency in the search for resources that are often scarce. For the apologists of this current, the entrepreneur who generates profit and pays wages is already socially responsible. From this perspective, transforming a company's social responsibility into something that does not generate profit is negative for the company itself, as it creates a cost that does not benefit shareholders and, therefore, reduces the effectiveness and primary objective of that company (Barry, 2002; Friedman, 1962, 1970; Levitt, 1958; Marrewijk, 2003; McWilliam & Siegel, 2001; Zwetsloot, 2003).

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