Values, Identity & CSR

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
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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)
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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.
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5. The Challenge of Communicating CSR
Line Schmeltz
October, 2011
Corporate
Identity
The Link Between Corporate Identity and Corporate
Social Responsibility: Values
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› 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
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7. The Challenge of Communicating CSR
Line Schmeltz
October, 2011
A Corporate Value System
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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
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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.
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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
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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.
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