Session 1, Van der Rijt, Hoeken & Kardol
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This document discusses the strategic nature of corporate social responsibility and the role of communication. It describes how philanthropy can improve a company's reputation and attractiveness while also benefiting society. However, the level of communication and control around philanthropic activities indicates whether the motivation is truly altruistic or egocentric. High levels of communication and message control, like sponsoring, suggest a more strategic motivation whereas low levels, like anonymous donations, are less strategic in nature.
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The document discusses three types of corporate social responsibility (CSR) interface designs found on company websites. Type 1 resembles printed pages with text-heavy content. Type 2 adds a table of contents for navigation but still emphasizes content over structure. Type 3 incorporates cinematic techniques to tell a company's CSR story through visualization rather than text. The researcher argues these designs do not effectively convey a clear CSR identity and calls for alternative interfaces that merge navigation and content through visual storytelling.
Session 3, de Bruijn & Elving
1. The document reports on research into whether brand associations can transfer through an endorsement strategy.
2. It used an implicit association test to measure unconscious attitudes towards L'Oreal, which has a questionable reputation for animal testing, and The Body Shop, which has a more sustainable image.
3. The results showed brand associations did transfer, with stronger endorsements of L'Oreal leading to more positive unconscious associations, showing brand images can influence each other.
Session 4, Jarolimek
Dr. Stefan Jarolimek presented a framework for measuring CSR communication through a multi-case study approach. The study would analyze cultural factors like national culture, industry culture, and organizational culture that influence CSR communication. It would examine the self-image organizations project through their own CSR communications and websites. It would also analyze the public image of organizations as portrayed in media coverage. Comparing self-image and public image data across different countries, industries and organizations could provide insights into CSR communication and its relevance for communication research.
Session 4, Parani
The document discusses community development strategies of PT Freeport Indonesia and PT Total Exploration and Production Indonesie. It finds that while both companies implemented comprehensive programs, PT Total saw more success by thoroughly consulting communities, understanding their needs, and gaining stakeholder participation and media support, while PT Freeport failed to properly analyze the social environment. The key to effective strategies is involving stakeholders, addressing community needs, and building mutual benefit between corporations and communities.
Session 5, Van Loo
Companies must practice corporate social responsibility (CSR) in their own operations and educate stakeholders about CSR. CSR requires a double learning process, with companies implementing CSR policies internally and consumers learning how to engage with CSR efforts. Examples include educating consumers about the environmental impacts of using products and engaging the public in a campaign promoting Dutch greenhouse farmers while teaching about their CSR practices. Effective CSR communication keeps messages simple while being transparent, building legitimacy, and involving stakeholders.
Session 5, Ellerup Nielsen & Thomsen
This document provides a summary of a literature review on CSR communication research from a management and marketing perspective. It examines 49 articles focusing on conceptualizing CSR communication and how it can add value for stakeholders. It finds that the field is emerging but marketing approaches dominate, and research often takes a functionalist perspective. There is increased research on strategic and operational CSR communication and country/industry impacts. However, companies still tend not to take a proactive, stakeholder-oriented approach to CSR communication. Stronger theoretical anchoring is also needed.
Session 5, Coombs & Holladay
This document summarizes a presentation given at an international CSR communication conference in Amsterdam. The presentation discusses the concept of a "pseudo-panopticon" where companies claim their CSR activities are transparent due to fear of discovery online, but this actually creates a false sense of security. While companies use CSR to boost reputations, stakeholders are unlikely to question claims and perceive the internet and watchdogs as effective monitors, even though corporate control of disclosure persists. Future research questions are posed about stakeholder beliefs in verification and transparency of CSR information.
Session 5, Faber-Wiener
The document discusses responsible communication (RC), a new approach to communicating social and ethical issues. RC is based on inclusion, critical self-assessment, ethics, and discourse. It differs from traditional CSR communication by integrating these principles into all levels of management decision-making, processes, and external communication. Implementing RC requires changes to organizational structure and decision-making processes. Potential impacts include increased credibility, legitimacy, cost savings, and stronger management and societal roles for communicators.
Session 5, Rademacher
The document discusses the relationship between corporate social responsibility (CSR), leadership styles, communication strategies, and management trends. It presents an agenda covering the introduction and problem definition, institutionalization of CSR, management styles related to CSR initiatives, the role of management trainers in management trends, and the project framework and methodology. Key findings include that explicit and implicit CSR can co-exist in organizations, with transformational leadership helping to manage conflicts and drive innovation. Management trainers see CSR as mainly a management responsibility but take a conservative, implicit approach, suggesting they view transformational leadership as important.
Session 6, Hexspoor & Hintzen
The document discusses a CSR campaign called "How on Earth" launched by the Dutch energy company Essent. It describes various interventions used as part of the campaign, including MVO minutes, Sustainability Day events, and presentations from CSR "storytellers" at Essent to raise awareness of CSR issues among employees and encourage participation in related activities. A survey found that most Essent staff were aware of the campaign, understood what CSR means for the company, knew of the "How on Earth" initiative, and had increased their involvement in CSR activities after the interventions.
Session 6, Vollero, Siano, Palazza & Elving
The document compares the corporate social responsibility (CSR) communication strategies of Italian energy company Enel and Dutch energy company Eneco. It finds that Enel focuses on community involvement and stakeholder engagement, while Eneco emphasizes sustainability pervasiveness and a humorous communication style. Both companies recognize the risks of greenwashing and aim to integrate CSR into their core business strategy and communication in an authentic way to build trust.
Session 7, Schmitt
The document discusses corporate social responsibility (CSR) communication and media coverage. It notes that companies cannot escape public scrutiny in today's media landscape. CSR can both benefit and harm a company's reputation depending on how it is communicated. The document also discusses analyzing how media frames CSR coverage and how this framing shapes public perceptions. Understanding media framing of CSR can help companies strategically influence the CSR discourse.
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Session 1, Van der Rijt, Hoeken & Kardol
- 1. The strategic nature of Corporate Social Responsibility: the role of communication CSR & Communication Conference October 2011 Study group CSR & Communication Radboud University Nijmegen Rob van der Rijt, M.A. Prof. Dr. Hans Hoeken Prof. Dr. Tinie Kardol
- 3. Philantropic responsibility To what extend do organizations contribute voluntarily to an improvement of society (e.g. by donations, trainings, education). How altruistic is this so called ‘philanthropy’? Philanthropy can improve reputation, brand image, positioning and attractiveness for employees and investors.
- 4. Being philanthropical: a deed of altruism or egocentrism? We argue that communication plays an important role in judging where the taken responsibility can be placed on the continuum from altruism to egocentrism.
- 5. The role of communication As soon as an organization implicitly expects communication or uses communication for its taken philanthropic responsibility, the strategic, egocentric motivation becomes operative. Communication is then used to positively influence its stakeholders’ perception of the organization. From an anonymous donation to sponsoring.
- 7. The strategic nature of Corporate Social Responsibility: the role of communication Amount of communication & Control: High -----sponsoring Low ---- anonymous donation Altruistic motivation Egocentric motivation