This document discusses corporate volunteering programs and proposes a toolkit for effectively evaluating them using digital storytelling. It begins by outlining how corporate volunteering is perceived as a meaningful form of corporate social responsibility that benefits companies, employees, and communities. While such programs have grown in popularity and show potential benefits, the document notes there is currently a disconnect between organizational goals and employee expectations. To address this, the paper presents a pilot study that used digital storytelling to record volunteer stories but faced limitations. It then proposes a three-step toolkit involving pre- and post-program assessments of employees' work environments and relationships to better integrate insights into program evaluation from both the employee and organizational perspectives.
Corporate Social Responsibility (CSR) and CommunicationIE University
Exploring European cross-national differences and tendencies
Taking pride in being a good company without being perceived as having an opportunistic purpose is anything but easy. We analyzed the practice of top European companies and asked experts’ opinions about risks and opportunities related to communicating CSR.
Corporate Social Responsibility (CSR) and CommunicationIE University
Exploring European cross-national differences and tendencies
Taking pride in being a good company without being perceived as having an opportunistic purpose is anything but easy. We analyzed the practice of top European companies and asked experts’ opinions about risks and opportunities related to communicating CSR.
The Power of Social Capital: How To Move Your Business ForwardThe Wooden Hub
Understand the value of developing and managing professional networks to grow and sustain your business.
Understand the factors that underlie highly effective networks.
Examine the roles of reputation management and trust.
Explore how to optimize your professional networks to grow and sustain your business.
MSLGROUP Reputation Impact Indicator Study 2015MSL
MSLGROUP has chosen to take a somewhat atypical approach to the study of reputation. Moving beyond simple rankings, or analyses of ‘drivers’ of reputation alone, we take a more holistic look at how a company must act to build a strong reputation that can facilitate success over time. The result of our research is this, the Reputation Impact Indicator study, part of MSLGROUP’s ongoing efforts to create better knowledge and tools for corporations to better understand how they can influence their reputation.
In the study, we have chosen to look at corporate reputation among a global general public. General public, because how they, as consumers and citizens, view corporations has a substantial and increasingly important impact on how other audiences view them. Global, because we live in an ‘always on’ and ‘on-demand’ world, where different audiences are constantly connected to each other. Today, more than ever, a multistakeholder perspective is necessary.
We hope you enjoy reading it and invite you to share your feedback and tips with us on Twitter @msl_group.
Follow #ReputationImpact on Twitter for insights from the report.
The Rockefeller Foundation has long recognized the importance of meaningful engagement of the private sector in addressing many of the world’s most complex problems. While many social sector leaders understand that engaging the private sector matters, far fewer understand how to do so, or the key questions one should consider before starting down this path of cross-sector collaboration. For instance: Why would a network want to include a company? Or conversely, why would a company want to participate in a network focused on social impact? Can social impact efforts deliver business value? What makes network relationships durable? And ultimately, what are the different needs around accountability, leadership, governance and mindset? To answer questions such as these, The Foundation and our partners at Monitor Institute, a part of Deloitte Consulting LLP, have created “PARTICIPATE: The power of involving business in social impact networks”—a handbook for social change leaders aspiring to effectively engage the private sector as authentic participants in the pursuit of social impact.
1216 March 2021Michelle, thorough review of how CSR actBenitoSumpter862
1
2
16 March 2021
Michelle, thorough review of how CSR actions can be applied to the value chain elements and principles in action. Thank you for the ample detail and precision of your report.
· Again: Part 2 of the report does NOT apply the elements of critical thinking shown in the module announcements and the faculty connect presentation. The critical thinking factors are not applied to the ref sources, as directed.
· The ref list still needs attention to format. Look at the reviewed paper attached to note basic errors and adjust.
Revise the paper and submit again when ready.
---JPH
Role of Corporate Social Responsibility in Value Chain Management
Michelle Freeman
Purdue University Global
GB570M2
Professor, Jerry Haenisch
March 11, 2021
The Role of Corporate Social Responsibility in Value Chain Management
Corporate social responsibility entails how companies integrate environmental and social factors to their operations and ensure the integration is beneficial to the stakeholders. Value chain management involves integration of the company resources at all stages by maintaining the highest value. There are six key areas of social responsibility in supply chain management. They include organizational practices, environment practices, practices of human rights and working conditions, practices of occupational health and safety and practices to create relationship with the society (Crifo & Forget, 2015). Corporate social responsibilities employed by the company can create competitive advantage where the integration of resources is properly practiced maintaining highest standards. It is an important part of the corporate actions to society.
The effective management of corporate social responsibility engagements and programs creates a strong reputation and promotes employee loyalty to the company. Valuable partnerships arise through good practice of corporate social responsibility hence creating a good competitive advantage for the company (Hsueh, 2015). Companies adopt different approaches to corporate social responsibility that integrate their social and environmental policies systematically into their business strategies. The adopted approaches should match their policies to the organization’s decisions when engaging with their stakeholders.
The value seeking approach advocates for companies to close links with their stakeholders and persuade them to adopt and integrate the social and environmental policies to their business processes. Corporate social responsibility is important in determining to what extent values of the company are considered in making purchase decisions (Bair & Palpacuer, 2015). The company’s reputation which is expressed through the corporate social responsibility activities has proved to be of great importance in well developed economies. Companies utilize corporate social responsibility strategies to create competitive advantage through their values and how they influence customers purchasing decisions.
Compan ...
The Power of Social Capital: How To Move Your Business ForwardThe Wooden Hub
Understand the value of developing and managing professional networks to grow and sustain your business.
Understand the factors that underlie highly effective networks.
Examine the roles of reputation management and trust.
Explore how to optimize your professional networks to grow and sustain your business.
MSLGROUP Reputation Impact Indicator Study 2015MSL
MSLGROUP has chosen to take a somewhat atypical approach to the study of reputation. Moving beyond simple rankings, or analyses of ‘drivers’ of reputation alone, we take a more holistic look at how a company must act to build a strong reputation that can facilitate success over time. The result of our research is this, the Reputation Impact Indicator study, part of MSLGROUP’s ongoing efforts to create better knowledge and tools for corporations to better understand how they can influence their reputation.
In the study, we have chosen to look at corporate reputation among a global general public. General public, because how they, as consumers and citizens, view corporations has a substantial and increasingly important impact on how other audiences view them. Global, because we live in an ‘always on’ and ‘on-demand’ world, where different audiences are constantly connected to each other. Today, more than ever, a multistakeholder perspective is necessary.
We hope you enjoy reading it and invite you to share your feedback and tips with us on Twitter @msl_group.
Follow #ReputationImpact on Twitter for insights from the report.
The Rockefeller Foundation has long recognized the importance of meaningful engagement of the private sector in addressing many of the world’s most complex problems. While many social sector leaders understand that engaging the private sector matters, far fewer understand how to do so, or the key questions one should consider before starting down this path of cross-sector collaboration. For instance: Why would a network want to include a company? Or conversely, why would a company want to participate in a network focused on social impact? Can social impact efforts deliver business value? What makes network relationships durable? And ultimately, what are the different needs around accountability, leadership, governance and mindset? To answer questions such as these, The Foundation and our partners at Monitor Institute, a part of Deloitte Consulting LLP, have created “PARTICIPATE: The power of involving business in social impact networks”—a handbook for social change leaders aspiring to effectively engage the private sector as authentic participants in the pursuit of social impact.
1216 March 2021Michelle, thorough review of how CSR actBenitoSumpter862
1
2
16 March 2021
Michelle, thorough review of how CSR actions can be applied to the value chain elements and principles in action. Thank you for the ample detail and precision of your report.
· Again: Part 2 of the report does NOT apply the elements of critical thinking shown in the module announcements and the faculty connect presentation. The critical thinking factors are not applied to the ref sources, as directed.
· The ref list still needs attention to format. Look at the reviewed paper attached to note basic errors and adjust.
Revise the paper and submit again when ready.
---JPH
Role of Corporate Social Responsibility in Value Chain Management
Michelle Freeman
Purdue University Global
GB570M2
Professor, Jerry Haenisch
March 11, 2021
The Role of Corporate Social Responsibility in Value Chain Management
Corporate social responsibility entails how companies integrate environmental and social factors to their operations and ensure the integration is beneficial to the stakeholders. Value chain management involves integration of the company resources at all stages by maintaining the highest value. There are six key areas of social responsibility in supply chain management. They include organizational practices, environment practices, practices of human rights and working conditions, practices of occupational health and safety and practices to create relationship with the society (Crifo & Forget, 2015). Corporate social responsibilities employed by the company can create competitive advantage where the integration of resources is properly practiced maintaining highest standards. It is an important part of the corporate actions to society.
The effective management of corporate social responsibility engagements and programs creates a strong reputation and promotes employee loyalty to the company. Valuable partnerships arise through good practice of corporate social responsibility hence creating a good competitive advantage for the company (Hsueh, 2015). Companies adopt different approaches to corporate social responsibility that integrate their social and environmental policies systematically into their business strategies. The adopted approaches should match their policies to the organization’s decisions when engaging with their stakeholders.
The value seeking approach advocates for companies to close links with their stakeholders and persuade them to adopt and integrate the social and environmental policies to their business processes. Corporate social responsibility is important in determining to what extent values of the company are considered in making purchase decisions (Bair & Palpacuer, 2015). The company’s reputation which is expressed through the corporate social responsibility activities has proved to be of great importance in well developed economies. Companies utilize corporate social responsibility strategies to create competitive advantage through their values and how they influence customers purchasing decisions.
Compan ...
1216 March 2021Michelle, thorough review of how CSR actCicelyBourqueju
1
2
16 March 2021
Michelle, thorough review of how CSR actions can be applied to the value chain elements and principles in action. Thank you for the ample detail and precision of your report.
· Again: Part 2 of the report does NOT apply the elements of critical thinking shown in the module announcements and the faculty connect presentation. The critical thinking factors are not applied to the ref sources, as directed.
· The ref list still needs attention to format. Look at the reviewed paper attached to note basic errors and adjust.
Revise the paper and submit again when ready.
---JPH
Role of Corporate Social Responsibility in Value Chain Management
Michelle Freeman
Purdue University Global
GB570M2
Professor, Jerry Haenisch
March 11, 2021
The Role of Corporate Social Responsibility in Value Chain Management
Corporate social responsibility entails how companies integrate environmental and social factors to their operations and ensure the integration is beneficial to the stakeholders. Value chain management involves integration of the company resources at all stages by maintaining the highest value. There are six key areas of social responsibility in supply chain management. They include organizational practices, environment practices, practices of human rights and working conditions, practices of occupational health and safety and practices to create relationship with the society (Crifo & Forget, 2015). Corporate social responsibilities employed by the company can create competitive advantage where the integration of resources is properly practiced maintaining highest standards. It is an important part of the corporate actions to society.
The effective management of corporate social responsibility engagements and programs creates a strong reputation and promotes employee loyalty to the company. Valuable partnerships arise through good practice of corporate social responsibility hence creating a good competitive advantage for the company (Hsueh, 2015). Companies adopt different approaches to corporate social responsibility that integrate their social and environmental policies systematically into their business strategies. The adopted approaches should match their policies to the organization’s decisions when engaging with their stakeholders.
The value seeking approach advocates for companies to close links with their stakeholders and persuade them to adopt and integrate the social and environmental policies to their business processes. Corporate social responsibility is important in determining to what extent values of the company are considered in making purchase decisions (Bair & Palpacuer, 2015). The company’s reputation which is expressed through the corporate social responsibility activities has proved to be of great importance in well developed economies. Companies utilize corporate social responsibility strategies to create competitive advantage through their values and how they influence customers purchasing decisions.
Compan ...
In the senior capstone Communication Management Lab, I was tasked with creating a philanthropy program proposal for Renewergy, a simulated green energy company based in Ithaca, NY. With my team, we created a three-part program to enhance community service within the company and build a stronger culture of giving back, including developing incentives, preparing a budget, and planning for program evaluation methods. My work primarily included conducting secondary research about corporate philanthropy, developing program evaluation methods, creating implementation matrices, and writing company communications, in addition to contributing to the program’s elements.
Strategic Alliances for Non-Profits outlines key success factors when proposing a joint relationship with a Donor-Sponsor-Corporate Social Responsibility Partner. It identifies both the work it takes from the Outbound and Inbound side.
Thank you Geraldine Gatehouse for working with me on this great presentation
JOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCES
A Crosswalk of the Human Services Value Curve
with Organizational Culture and Climate
By Anthony Hemmelgarn and Phil Basso
JOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCES
Policy & Practice June 201624
A
s we evolve in our working
partnership with APHSA’s
Organizational Effectiveness
team and the University of
Tennessee’s Center for Behavioral
Health Research (CBHR), formerly
the Children’s Mental Health Services
Research Center, we have discovered
great synergy in our respective efforts
for supporting agency performance.
These include APHSA’s efforts to help
agencies progress through stages of
the Health and Human Services Value
Curve, and CBHR’s efforts to help
agencies improve by addressing their
organizations’ cultures and climates.
The Value Curve is a lens—a way of
looking at what we do from the point
of view of our consumers—and its
four levels represent ways of engaging
consumers and their communities
that result in greater impact as orga-
nizations move up the Value Curve.
At the first level, called the regula-
tive level, the key word is “integrity.”
Consumers receive a product or service
that is timely, accurate, cost effective,
and easy to understand. Next, at the
collaborative level, the key word is
“service.” Consumers have an easier
time of it when they “walk through
a single door” and have access to a
more complete array of products and
services because programs, and even
jurisdictions, are collaborating to make
it happen for them.
At the integrative level, the key term
is “root causes.” Products and services
are designed using consumers’ input
so that we address their true needs
and even begin to reach “upstream” to
address causal problems rather than
“treating the symptoms.” At the gen-
erative level, the key term is “bigger
than the family.” Root- cause analysis
is done at a “population-wide level,”
resulting in prevention strategies and
other forms of support broader than
those an individual or family would
receive directly.1
Organizational culture and climate
is another potent lens that human
service organizations can use to look
at their performance and improve
their outcomes. APHSA’s partners at
CBHR have been building that case for
more than 20 years, demonstrating the
substantial impact of organizational
culture and climate on the effective-
ness of human services.2 Their work
demonstrates that: (1) human service
agencies vary widely in their organi-
zational culture and climate profiles,
(2) agencies with positive profiles have
substantially better outcomes, and (3)
agencies can improve their turnover,
EBP/EBT implementation, client, and
other outcomes through strategies that
improve their cultures and climates.
The CBHR uses its Organizational
Social Context Measure .
This report investigates how disinformation — defined as deliberately misleading or biased information — is spread in Canada and includes some comparisons to the U.S. It also explores the perceived breadth of reach and impact of disinformation on trust in society. The survey is based on the annual Institute for Public Relations (IPR) Disinformation in Society report conducted in the U.S. Based on the IPR study and this study, disinformation is increasingly a major problem in both countries. Therefore, understanding the power, perception, and factors that influence of disinformation in Canada is important.
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Improving Workplace Safety Performance in Malaysian SMEs: The Role of Safety ...AJHSSR Journal
ABSTRACT: In the Malaysian context, small and medium enterprises (SMEs) experience a significant
burden of workplace accidents. A consensus among scholars attributes a substantial portion of these incidents to
human factors, particularly unsafe behaviors. This study, conducted in Malaysia's northern region, specifically
targeted Safety and Health/Human Resource professionals within the manufacturing sector of SMEs. We
gathered a robust dataset comprising 107 responses through a meticulously designed self-administered
questionnaire. Employing advanced partial least squares-structural equation modeling (PLS-SEM) techniques
with SmartPLS 3.2.9, we rigorously analyzed the data to scrutinize the intricate relationship between safety
behavior and safety performance. The research findings unequivocally underscore the palpable and
consequential impact of safety behavior variables, namely safety compliance and safety participation, on
improving safety performance indicators such as accidents, injuries, and property damages. These results
strongly validate research hypotheses. Consequently, this study highlights the pivotal significance of cultivating
safety behavior among employees, particularly in resource-constrained SME settings, as an essential step toward
enhancing workplace safety performance.
KEYWORDS :Safety compliance, safety participation, safety performance, SME
Grow Your Reddit Community Fast.........SocioCosmos
Sociocosmos helps you gain Reddit followers quickly and easily. Build your community and expand your influence.
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Multilingual SEO Services | Multilingual Keyword Research | Filosemadisonsmith478075
Multilingual SEO services are essential for businesses aiming to expand their global presence. They involve optimizing a website for search engines in multiple languages, enhancing visibility, and reaching diverse audiences. Filose offers comprehensive multilingual SEO services designed to help businesses optimize their websites for search engines in various languages, enhancing their global reach and market presence. These services ensure that your content is not only translated but also culturally and contextually adapted to resonate with local audiences.
Visit us at -https://www.filose.com/
Surat Digital Marketing School is created to offer a complete course that is specifically designed as per the current industry trends. Years of experience has helped us identify and understand the graduate-employee skills gap in the industry. At our school, we keep up with the pace of the industry and impart a holistic education that encompasses all the latest concepts of the Digital world so that our graduates can effortlessly integrate into the assigned roles.
This is the place where you become a Digital Marketing Expert.
Enhance your social media strategy with the best digital marketing agency in Kolkata. This PPT covers 7 essential tips for effective social media marketing, offering practical advice and actionable insights to help you boost engagement, reach your target audience, and grow your online presence.
“To be integrated is to feel secure, to feel connected.” The views and experi...AJHSSR Journal
ABSTRACT: Although a significant amount of literature exists on Morocco's migration policies and their
successes and failures since their implementation in 2014, there is limited research on the integration of subSaharan African children into schools. This paperis part of a Ph.D. research project that aims to fill this gap. It
reports the main findings of a study conducted with migrant children enrolled in two public schools in Rabat,
Morocco, exploring how integration is defined by the children themselves and identifying the obstacles that they
have encountered thus far. The following paper uses an inductive approach and primarily focuses on the
relationships of children with their teachers and peers as a key aspect of integration for students with a migration
background. The study has led to several crucial findings. It emphasizes the significance of speaking Colloquial
Moroccan Arabic (Darija) and being part of a community for effective integration. Moreover, it reveals that the
use of Modern Standard Arabic as the language of instruction in schools is a source of frustration for students,
indicating the need for language policy reform. The study underlines the importanceof considering the
children‟s agency when being integrated into mainstream public schools.
.
KEYWORDS: migration, education, integration, sub-Saharan African children, public school
Corporate Volunteering Evaluation: A Toolkit Featuring Digital Storytelling
1. Institute
for Public
Relations
IPRIPR
DR. ANA ADI
QUADRIGA UNIVERSITY OF
APPLIED SCIENCES.
BERLIN, GERMANY
DR. CAMELIA CRISAN
NATIONAL UNIVERSITY OF POLITICAL
STUDIES AND PUBLIC ADMINISTRATION.
BUCHAREST, ROMANIA
2. EXECUTIVE SUMMARY
Corporate volunteering is“an important vehicle for delivering care and compassion to causes and
communities in need”(Grant, 2012: 589). Identified by Bussell and Forbes (2008) as the fastest-growing area
of volunteering in North America and Western Europe, corporate volunteering is being adopted more
readily by organisations and their employees as it is often perceived as a more important form of corporate
social responsibility (compared to philanthropic contributions for instance - JA Worldwide, 2009) (Paço &
Nave, 2013; Peloza, Hudson & Hassay, 2009) and indirectly as a stronger contributor to a company’s
reputation and employer brand.
Under ideal circumstances, corporate volunteering can create a win-win situation for all parties involved:
“public welfare is achieved while the state is relieved; the image of a company is ameliorated while costs for
personnel and organisational development are outsourced; employees improve their skills while being
paid and valued by their employer”(Van Chie, Guentert & Wehner, 2011: 122). Additionally, employee
volunteering has been linked both with increasing job meaningfulness, job absorption (Rodell, 2013),
professional development (Green et al, 2012), and increased employee commitment to the organisation
(Brammer, Millington and Rayton, 2007), as well as with being a practice that was credited by supervisors
and co-workers alike when it was attributed to intrinsic motives (Rodell & Lynch, 2016).
Despite the growing investment and interest into corporate/employee volunteering, there is a disconnect
between what the organisations and employees, both when it comes to goals and outcomes. More
importantly, an integrated approach that links employee expectations of volunteering with the
organisations’volunteering/CSR objectives and integrates that insight into evaluation of the volunteering
program both by employees and the organisation is currently missing.
This paper aims to address this void by proposing a toolkit for effective evaluation of corporate
volunteering programs using digital storytelling.
In doing so, the paper presents the methodology of a study using digital storytelling reflecting the
experiences of corporate volunteers, discussing its setup and its limitations. In criticizing the self-serving
and risk-averse reception of the study among corporate communication/CSR managers and reflecting over
the high dropout rate of the online-only study, the authors propose a toolkit for the assessment of
corporate volunteering experiences going beyond the use of digital storytelling. The toolkit features three
steps: participant assessment of their work environment and their work relationships prior to joining the
corporate volunteering program, digital storytelling screening and post-volunteering participant
assessment of their their work environment and their work relationships.
As corporate volunteering activities could affect an organisation’s image, employer brand perception and
organisation’s reputation, we deem corporate volunteering (whether recruitment into the program,
program progression, results of the program or personal outcomes) to be strongly linked with
communications.
We argue that the methodology that we present here, although tested on a matter related to corporate
volunteering, can be expanded and applied to other areas of communications spanning from internal
communication, employer branding, or stakeholder engagement just to name a few. Moreover, we argue
that digital storytelling as a methodology and evaluative practice of communications activities has only
few known implementations into practice and even fewer into academic literature. Most of the known
research and application present storytelling as an integral tool to (corporate) communications, perfomed
and created by communicators (see Adi, Crisan & Dinca, 2015a; Dobers & Springett, 2010; Gill, 2011; Kent,
2015; Shamir, 2005).
Our digital storytelling toolkit and its associated pre and post-program evaluation, enable practitioners and
researchers to become curators, facilitators and perhaps co-creators of stories. This, we believe, it is highly
necessary in a time when peer-to-peer communications are either preferred or paid more attention to.
3. Corporate volunteering is“an important vehicle for delivering care and compassion to causes and
communities in need”(Grant, 2012: 589). The programs can take various forms. Campbell’s Soup Company
and Exxon Mobil match their employees volunteering with corporate donations, the latter considering the
volunteering hours of company retirees, spouses, dependent children, and even surviving spouses of
deceased employees (Scott, 2012). Coca-Cola allows its employees to work actively in local public
infrastructure works as a means to stay active and do something useful for the community (Barkay, 2013).
Other forms of volunteering programs include enabling staff to work for a set number of hours as
volunteers serving causes they see fit, to NGO-corporation partnerships where the corporate volunteers
provide expertise in their field of knowledge that the selected NGO is requiring support with, to
full-fledged programs spanning across multiple countries for which employees need to apply to in a
competitive manner.
Identified by Bussell and Forbes (2008) as the fastest-growing area of volunteering in North America and
Western Europe, corporate volunteering is being adopted more readily by organisations and their
employees as it is often perceived as a more important form of corporate social responsibility (compared to
philanthropic contributions for instance - JA Worldwide, 2009) (Paço & Nave, 2013; Peloza, Hudson &
Hassay, 2009).
Under ideal circumstances, corporate volunteering can create a win-win situation for all parties involved:
“public welfare is achieved while the state is relieved; the image of a company is ameliorated while costs for
personnel and organisational development are outsourced; employees improve their skills while being
paid and valued by their employer”(Van Chie, Guentert & Wehner, 2011: 122). Additionally, employee
volunteering has been linked both with increasing job meaningfulness, job absorption (Rodell, 2013),
professional development (Green et al, 2012), and increased employee commitment to the organisation
(Brammer, Millington & Rayton, 2007), as well as with being a practice that was credited by supervisors and
co-workers alike when it was attributed to intrinsic motives (Rodell & Lynch, 2016).
Despite the growing investment and interest into corporate/employee volunteering, an integrated
approach that links employee expectations of volunteering, with the organisations’volunteering/CSR
objectives and integrates that insight into evaluation of the volunteering program both by employees and
the organisation is currently missing. This paper aims to address this void by proposing a toolkit for
effective evaluation of corporate volunteering programs using digital storytelling. The article is based on
the implementation of a digital storytelling pilot study aimed to record the stories of people who have
volunteered as part of corporate programs.
1. INTRODUCTION
DESIGNING A METHOD OF EFFECTIVE
ASSESSMENT OF CORPORATE VOLUNTEERING
THROUGH DIGITAL STORYTELLING
4. Corporate volunteering programs are perceived as a more valuable and meaningful way to engage with
corporate social responsibility (CSR). This is good news for CSR, showing that its image as an“an oxymoron
and a contradiction in terms by the investment and business community”(Lee, 2008: 53) has long been
replaced. As the focus on the impact of CSR on the bottom line expanded to include reputational impact
and stakeholder relationships (Adi, Crowther & Grigore, 2015), the expectations that corporations and in
particular multi-national corporations would engage in CSR and play an active role in this field grew (De
Wolf, Mejri & Lamouchi, 2012). Consumer perceptions of CSR have shifted too, recent research suggesting
that members of the public are more willing to put pressure on corporations to conform to societal
expectations (Fitzpatrick, 2000) as they are more willing to“reward or punish companies based on
evaluations of CSR initiatives”(Cone Communications, 2015 cited in Lee, 2017: 211). Likewise, employees
are more attracted by socially responsible firms (Turban & Greening, 1997) and even more so by companies
that have in place volunteering programs (Deloitte, 2007).
From the organization’s perspective, implementation of CSR programs, and especially skills-based
volunteering has been determined to align with the four components of the business case for CSR,
including the enhancement of company reputation, the reduction of costs and risk, the achievement of
business strategy, and the creation of learning and partnership (McCallum, Schmid & Price, 2013).
From the employee’s perspective, there are significant correlations between organizational identification,
volunteering, job satisfaction, and employee motivation to participate in CSR programs (Mozes, Josman &
Yaniv, 2011) as well as employee's self-worth and organizational commitment (Brockner, Senior & Welch,
2010). These results are also echoed by Rodell (2013), Rodell and Lynch (2016) and De Oliveira, Madruga &
De Sá (2013). The latter, investigating the motivations of employees of the Bank of Brazil to participate in
corporate volunteering programs, found out that individual rewards were the top motivator of employees
enlisting in volunteering programs run by their organization, followed by social improvement and
contribution for social inclusion.
A presumption of positive outcomes of volunteering, fuelled by either intrinsic or extrinsic motives or both,
thus emerges stating benefits for both employees and employers alike. As a result, most CSR research
investigating creating value for stakeholders (employees arguably being one group) starts with this
assumption and have an overly quantitative skew with a preference for experiments and surveys being
shown (Peloza & Shang, 2011). These studies help demonstrate the specific outcomes and mediating
processes between CSR activities and other business outcomes. However, what is still missing is a link (and
more data) between what employees want or take out of their volunteering and what the employers seek
to achieve with such programs.
To capture this opportunity, Van Schie, Guentert & Wehner (2011) argue that corporate volunteering
programs should be designed in goal-oriented ways with an awareness of their positive effects. In this
2. LITERATURE REVIEW
2.1 CORPORATE VOLUNTEERING: GOING BEYOND EXPLORING MOTIVATIONS
5. sense, expanding on the work of Clary et al. (1998) they suggest mapping out the six functions
volunteering plays for individuals with specific organizational goals. For instance, individuals’desire to
showcase their values through volunteering by being a good citizen and by experiences meaningfulness
and a sense of purpose should be linked with the organization’s CSR standards. Additionally, the
individual’s volunteering to enhance their growth and development should be facilitated by the
organization through team and team-building events that enable employees to come together in an
unfamiliar setting. Through their framework, the authors stress the importance of integrating employee
opinions and needs into the development of corporate volunteering programs. This should be translated,
they argue, into a“broad offer of volunteering activities that take into account multiple motives of
employees and as such ensure a bottom-up anchoring in the corporate culture”(Van Schie, Guentert &
Wehner, 2011: 129). While the framework provides valuable insight, further guidance into implementing it
into practice, including into how to bridge between the individual’s motivations and the outcomes of their
volunteering activities with the organization is necessary. Our proposed methodology aims to bridge that
gap by connecting the employees’motivations and expectations prior to their corporate volunteering
experience with their reflections and lessons, both personal and for the organisation, post-volunteering.
2.2. STORYTELLING IN PR AND CSR
Research investigating CSR, including corporate volunteering, has a strong preference for quantitative
methods and especially for experiments and surveys (95 out of 177, respectively 68 out of 177 articles
evaluated by Peloza & Shang, 2011) and favor consumer samples over other stakeholders. There is
therefore a need for research engaging other methods and other samples. Our current proposal aims to
address this gap as well.
Storytelling is a staple of public relations/corporate communications (and CSR communication if one
considers CSR activities part of the strategic spectrum of corporate communications), much like the
assumption that engaging in CSR/CV is beneficial to employees and organizations. Research into
storytelling in PR and/or CSR is particularly scarce. Hallahan (1999) for instance connects storytelling with
framing and proceeds to identifying seven types of frames applicable to public relations. Kent (2015: 484)
identifies 20 master plots –“the story equivalent of a premise in an argument”– and describes how they
could be applied by PR practitioners. Dobers and Springett (2010) identify some studies where narrative as
a linguistic perspective is used to identify how CSR is communicated. Gill (2011: 17) literature review on the
uses of storytelling for internal communication argues that“corporate stories as an internal PR
communication strategy can strengthen the likelihood of employees becoming reputation champions for
their organisation”. He also suggests that storytelling can also heighten the credibility of the organization’s
CSR efforts (Gill, 2015). Finally, Adi, Crișan & Dinca (2015a) use Jonah Sachs’“hero’s journey”model to
evaluate four video stories about women and empowerment shared by HSBC and Procter & Gamble.
Although often defined as“narrations of reality, and workplace talk in general <that> (sic) contribute to
social group formation and enhance group ability to mark its boundaries and assert a distinct professional
identity (Allen & 2001 cited in Shamir, 2005: 238), storytelling is presented as an integral tool to
PR/corporate communications performed and created by communicators rather than curated and
facilitated by them. Our perspective is different.
6. 2.3. DIGITAL STORYTELLING
Digital storytelling (DS) as a method that equips individuals to tell their personal story as a two-minute
film, stored and shared online and presented in a community setting originated in the mid-1990s in
California. Joe Lambert, it’s author and pioneer, envisaged it as a seven-steps process that enables
participants to express, comprehend and articulate experiences in the everyday world while also acquiring
digital skills. The process takes participants from developing the story, to writing the script and sourcing
images, to receiving feedback on their story from the group, to recording their own narration of the script
and editing the video that includes their script, own audio narration and own images. Once the story is
finalized, the digital story is shared with the other participants in a screening (Lambert, 2013). Gubrium
(2009) extended the use of DS to investigate policy issues while Klaebe et al. (2007) combined it with oral
history in order to capture a community’s identity. Although of high potential, digital storytelling as a
method of capturing employee voices, experiences and reflections has been used very little into corporate
settings. Perhaps among the first ones to do so, are Crisan & Bortun (2017a) who asked compared how
potential employees rate their interest into a company based on either their viewing of the online official
company communications (website and Facebook) or their viewing of two digital stories produced by two
employees of the company. Their research indicates participants’viewing the employee generated content
related more positively to the company. In a different study linking advocacy with digital storytelling Crisan
& Bortun (2017b) conclude that“single digital stories are a robust means of engagement but cannot elicit
interest for public policies. However, a large number of personal stories on the same subject could produce
sufficiently robust evidence to contribute effectively within an advocacy campaign”.
Considering the limited number of sources investigating corporate volunteering using qualitative methods
or investigating employees’reflections of their corporate volunteering experiences, our study aimed to fill
this void. In doing so, our study aimed to show how reflective storytelling contributes to the employees’
personal transformative journey, influences their perceived relationships and loyalty with their employer
and shapes perception of their organization’s CSR programs.
The research questions addressed by our project were:
• RQ1: When asked to reflect on their past corporate volunteering experience, what are the
stories former corporate volunteers deem important and representative of their
experience?
• RQ2: What feelings do their volunteering experience evoke?
• RQ3: How does reflective, digital storytelling contribute to the employees’personal
transformative journey?
• RQ4: How do participants describe their relationship with the organization after
completing the corporate volunteering program?
• RQ5: How do participants perceive their organization and its CSR programs after
completing the corporate volunteering program?
In order to answer them, we used digital storytelling as a method to engage with the participants and
collect the data. An open call for participants targeting employees who have participated in a corporate
3. METHODOLOGY
7. volunteering program has been launched at the European Communication Summit in Brussels in June
2015 and then published online a few days later in the Communication Director Magazine (Adi & Crisan,
2015).
The project was conducted solely online during October 2015 – February 2016 (initially announced as
October-December 2015, then extended) and consisted of three interrelated phases, all voluntary, which
all took place online:
In this sense, we have moved away from the traditional model of digital storytelling as promoted by
Lambert (2013) by replacing the story circle with one-on-one briefings and by enabling participants to
create their stories at their own pace while receiving the full support from the research team.
In preparation for the briefing, participants were sent the consent form for the study and a list of
preparatory items. This included asking for their availability for the study, sharing contact details of the
research members, identifying their proficiency with editing software (text, audio and video for either
Windows or Mac) and identifying some images and photos they might use as prompts for the discussion.
The consent form was comprehensive and clarified each step of the process. Participants were given the
opportunity to decide how they wanted to be identified (by their real name, initials of their name or
pseudonym), the data section of the consent form also identifying the type of data that could be made
public:
ONLINE
BRIEFING
CREATE AND
PRODUCE THE
STORY
(FEEDBACK
OPTIONAL)
FOLLOW-UP
INTERVIEW
(FOCUS ON FEELINGS,
EXPERIENCE WITH
STORYTELLING AND
RELATIONSHIP WITH
THE ORGANIZATION)
1 2 3
8. “(…) domain of the company I work for, my age, gender, country where I work, country
where I volunteered and purpose of the volunteering program I took part into but this should
not lead to my being clearly identified without my consent”.
Twenty-one people and five organization representatives (mostly CSR managers) have contacted the
research team after the call for participants out of which nine participants completed the briefing, five the
script writing and only four completed the entire process.
While the fully digital process has its advantages – flexibility, personalization, low-cost - the biggest
disadvantage for the team was ensuring that the participants did engage with the research project and
delivered the agreed materials in time.
The step from the writing of the script to its transformation into the digital story (a video including a photo
slide show) has also proven to be difficult either because the participants had no experience with audio
and video editing software and would have thus needed more time and support or because it required
more time, effort and confidence to complete. This means that out of the five completed scripts, only one
would truly qualify as a completed digital story (the video with the images and narration of the author) the
others being at various stages of“production”- from having submitted the images and audio file separately
to submitting just a PowerPoint presentation with images and some text.
We wanted to make the project and prospect of digital storytelling available to a wider audience
(geographically, professionally, generationally, culturally, and linguistically) with which we had no prior
contact. While the participants that contacted us were intrigued, fascinated or challenged by the process,
the following elements might have supported them to complete the process:
• the existence of video tutorials and free, easy-to-use resources to complete their stories;
for instance, PowerPoint now has a feature enabling recording of narration turning the
presentation automatically into a video
• the existence of a project supporter/sponsor, known and close to the participant
(perhaps a participant in the same program or an organizational sponsor, such as the line
manager)
• the existence of a perceived added benefit of the experience (beyond volunteering their
time and information to a research project or learning a skill that they had no immediate
and direct perceived benefit)
Our conclusion so far is that in the absence of either of the elements above, it is still more efficient to have
digital storytelling projects run like workshops and story circles during which participants learn the process
and apply it. This ensures that participants complete their stories and that the researchers get access to the
data they so much need in order to share the results of their research.
4. METHODOLOGICAL CHALLENGES
9. The contact with the organizational representatives was disappointing. After reading the call for
participants, CSR managers requested the research team to share an extended presentation of the project
together with the consent forms and examples of other digital stories. Despite the full transparency of the
project organization, presentation of the methodology and its steps, the extended information presented
and the lack of any requirements from the organization (space, financial or otherwise) and the reassurance
that the project was focused on the employees’experiences and reflection and not the organizations (in
fact identifying the organizations by name was never the aim for the project) all CSR managers remained
skeptical.
On the one hand, CSR managers raised numerous questions about the risk factor reflective and deeply
personal stories could mean for the company and wanted guarantees that negative content will not be
made public online. On the other hand, without the identification of the organization they didn’t see the
any benefit for their involvement.
To address both these concerns, a proposal was made by the researchers to alter the methodology and
move closer to Lambert’s (2013) story circle and organize a pilot study at each organization’s premises. The
researchers however stressed that the stories created during the project would belong to the participants
and could not be altered by a communications specialist or company representative without the author’s
consent, nor that they could be published selectively; however, provided that the researchers could use the
anonymized material to inform academic papers, publication of the employees’digital stories could be
made on each company’s intranet. To avoid pressure and bias, the researchers suggested that CSR
managers would not be present at the training and digital storytelling sessions, but they could participate
to the viewing should the participants agreed. While this was clearly a comprise with regards to the
availability of the digital stories – Lambert advocates for the online publication – this would have ensured
that the participants complete the entire process and experience the collaborative and shared experience
which our initial design did not permit. Additionally, the stories would have met the requirements of digital
stories even if their availability was not to the general public but only a closed group.
Unfortunately, despite all these measures and proposals, the research was never shared with the
employees within the organizations whose CSR managers contacted the research team. We feel that this
self-serving, risk averse attitude to our research is perhaps the main cause of the lack of employee voices
into research: be it about corporate volunteering, as our literature review has revealed, or internal
communications. This rejection of endorsement and support, together with the other challenges faced, has
led us to conceptualize the following toolkit for assessment of corporate volunteering through digital
storytelling in a manner that we believe could provide value to both employees and employers including
CSR managers.
Organizations that want to include digital storytelling into the evaluation of their corporate volunteering
program should consider embedding it into the deliverables of the program and therefore set time aside to
train their employees into using the method. However, should they want to assess the volunteering
experience, the participants work relationships and attitudes towards the organization, its volunteering
program should be assessed prior and post-volunteering, the method of assessment (whether qualitative,
5. THE PROPOSED TOOLKIT
10. quantitative or mixed) depending on the resources – personnel, time and financial – available within the
organization.
Therefore, our toolkit features three steps:
Our recommendation is that the same the pre and post assessment of the participant’s work relationships
and environment should use the same items. These could include:
• Assessing relationships with colleagues
• Dealing with discomforting situations
• Assessing company rules (in general and specific to the volunteering program)
• Likelihood of promoting the organization (both internally and externally)
• Assessing innovation in the organization (whether linked to communicating change,
investment in innovation, approach to“getting things done”depends on the specific case
of each organization)
• Assessment of personal involvement in the organization’s governance (governance can
be discussed in terms of monitoring and measurement in general and of the programme)
• Assessment of future competencies in relation to the organization
These items are, in effect, an expansion of the values, understanding, enhancement, career, social,
protective functions of volunteering proposed by Clary et al. (1998) and Van Schie, Guentert & Wehner
(2011) as well as in line with the manifestation of the organizational citizenship behaviour proposed by
Organ, Podsakoff and MacKenzie (2006). For instance, asking participants to assess their future
competencies addresses both the understanding and career functions. Equally, questions about dealing
with discomforting situations link well with protective and enhancement functions.
In running the assessment pre and post-volunteering, the organizations have the possibility to identify the
program’s influence and effect on the participant, but also link it with a wider reflection of their relationship
with the organization (hence the questions of likelihood of recommending the organization, the program
or the likelihood of engaging with governance initiatives). When corroborated with the digital story
submitted, this insight helps organizations identify the qualitative and deeply personal effect of their
initiative (going beyond CSR and/or recruitment/retention strategies). Used consistently, these pre and
post-volunteering assessments will also provide organisations with a longitudinal view of their volunteers.
There are two possibilities for the organization of the digital storytelling training: either as an entire day of
1. Pre-program
assessment
Employee work
relationships and
environment;
benchmarking material
2. Post-program:
Digital stories
screening
3. Post-program:
Assessment of the
employee's work
relationships and
environment (same
questions and scales as in
pre-assesment)
11. post-volunteering briefing where Lambert’s story circle would be replicated (the stories written and given
feedback from the other participants, the images sourced, the voice-over recorded and the rough draft of
the video edited) or as a two-parts event, where the technical training is included into the pre-volunteering
preparation sessions and the showcasing of the digital stories is included into a post-volunteering screening.
In either form, the digital stories once created will provide the organization valuable, authentic, reflective,
first-person testimonials of their volunteering. Used internally, these stories play a dual role: they showcase
the result of the volunteering program and they help recruit the future generations of volunteers. Digital
storytelling as an add-on to volunteer programs thus can become a tool to increase organizational loyalty.
If used externally, these stories have a positive image and reputation potential for the organization. In
displaying those same authentic voices, the organization becomes the facilitator of its employees’journey
(and not only), something that Adi et al (2015a) and Adi & Crisan (2015b) have also pointed to.
The digital storytelling workshop and screening also addresses the values, enhancement and career
functions. Reflecting about the meaning and lessons learned from their volunteering experience,
participants not only revisit and state their values but can link them with the organisation and its CSR/CV
program objectives. The experience in itself of creating and screening their digital stories allows employees
to come together in a potentially unfamiliar setting, emphasizing the importance of feedback and social
contracts. This serves the enhancement function. Finally, the screening is also a form of rewarding officially
the volunteers by providing them a wider platform to share their stories. This supports the career function.
This article has presented the methodology of a study using digital storytelling reflecting the experiences
of corporate volunteers, discussing its setup and its limitations. In criticizing the self-serving and risk-averse
reception of the study among corporate CSR managers and reflecting over the high drop-out rate of the
online-only study, the authors propose a toolkit for the assessment of corporate volunteering experiences
going beyond the use of digital storytelling. The toolkit includes the assessment of the participant’s
attitudes and expectations of the program as well as their reflection of their work relationships
administered pre and post-volunteering side by side with the use of digital storytelling.
Digital storytelling as a creative and reflective toolkit however, can be used beyond corporate volunteering
with potential applications extending to internal communication, employee branding, stakeholder
engagement just to name a few. In itself, digital storytelling could be an opportunity to expand of a group’s
digital skills and literacies or as a teambuilding project. Interested readers in testing the toolkit should
contact the authors.
6. CONCLUSIONS
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