Addressing the complexity of the growing number of regulatory imperatives from global institutional environments has prompted firms in the IT sector to leverage the enabling effects of IT-based systems to help manage environmental compliance and related organisational risks. Thus, a new breed of IS-Green IS-emerged in recent years. This paper presents an integrative theoretical model that: (1) employs institutional theory to help explain how a range of exogenous regulative, normative and cultural-cognitive factors from the institutional environment and the organisational field influence IT manufacturers' decisions on the design and manufacture of environmentally sustainable products; and (2) uses organisational theory to describe the strategic endogenous arrangements that organisations institute using Green IS in order to support sense-making, decision making and knowledge creation around environmental sustainability. The paper employs the findings of a case study of Compliance and Risks' Ltd. Compliance-to-Product (C2P) application and its implementation in two US-based Fortune 500 IT manufacturers to help validate and refine the a priori theoretical model. The paper therefore makes a significant contribution to theory building on the phenomenon of Green IS, through its articulation of empirically-based theoretical propositions which employ conceptual mechanisms to explain how Green IS can support organisational sense-making, decision making and knowledge sharing and creation around the design and manufacture of Green IT.

Compliance with institutional imperatives on environmental sustainability: Building theory on the role of Green IS

Global Corporate Citizenship (GCC) continues to become increasingly popular in large corporations. However, this concept has rarely been considered in small and medium size enterprises (SMEs). A case study of a Norwegian clothing company illustrates how GCC can be also applied to small companies. This case study also shows that SMEs can be very innovative in exercising corporate citizenship, without necessarily following the patterns of large multinational companies. The company studied engages as partner in some voluntary labor initiatives promoted by the government, employs people in marginal situations, and exerts influence for the adoption of good working conditions in its supply chain. Environmental issues and actions of solidarity are also considered within a global scope. Ethics of care and concern for specific aspects of the common good seem crucial as GCC drivers in this company, as do personal values, character, and leadership of the owner-manager of the firm.

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Can an SME become a global corporate citizen? Evidence from a case study

The purpose of this paper is to investigate connectionsbetween corporate social responsibility and organizationalculture types. The survey was conducted in Estonian,Chinese, Japanese, Russian, Czech, Finnish, German andSlovakian electric-electronic machine, retail store andmachine-building enterprises. The main aim of the study isto find connections between corporate social responsibilityand different organizational culture types.According to Cameron and Quinn (1998), culturedefines the core values, assumptions, interpretations andapproaches that characterise an organization. CompetingValues Framework is extremely useful in helping toorganize and interpret a wide variety of organizationalphenomena. The four dominant culture types – hierarchy,market, clan and adhocracy emerge from the framework.According to Strautmanis (2007), social responsibilityis part of organizational culture and a value in theorganizational culture environment. Development of socialresponsibility is a change in values orientation, whose taskis shaping the attitudes, transformation of the personalposition so that it matches individual and public interests.Different organizations have framed different definitionsabout corporate social responsibility - although there isconsiderable common ground between them. Nowadayscorporate social responsibility is an integral part of thebusiness vocabulary and is regarded as a cruciallyimportant issue in management (Cornelius et al., 2008;Humphreys, Brown, 2008).In order to find connections between corporate socialresponsibility and organizational culture, the authorsconducted an empirical study in 2007-2008. The totalnumber of respondents was 6094. A standardizedorganizational culture and corporate social responsibilityquestionnaire comprising 38 items was developed by theDenki Ringo research group (Ishikawa et al, 2006). Thequestionnaire was administered in Estonian, Chinese,Japanese, Russian, Czech, Finnish, German and Slovakianelectric-electronic machine, retail store and machinebuildingenterprises. Data about four different culturetypes and eight different countries - Estonia, China, Japan,Russian, Czech, Finnish, German and Slovakian werecompared by means of the ANOVA-test. The linearregression analysis was used in order to find statisticallyrelevant connections between corporate social responsibilityand organizational culture. The model was developed inorder to explain how four organizational culture types -hierarchy, clan, market, adhocracy - predict two facets ofcorporate social responsibility - the firm performanceconcerning social issues and the firm respects the interestsof agents.The main research question is: How does organizationalculture predict corporate social responsibility?According to the results, clan, hierarchy andadhocracy culture types predict two facets of corporatesocial responsibility - the firm performance concerningsocial issues and the firm respects the interests of agents.Market culture type predicts one facet of corporate socialresponsibility - the firm performance concerning socialissues. Different organizational culture types are dominatingin enterprises from different countries. In Estonian andFinnish enterprises clan, in Chinese enterprises marketand adhocracy, in Japanese enterprises market andhierarchy, in Russian and German enterprises market, inCzech and Slovakian enterprises hierarchy culture typeswere dominating in enterprises. Organizational culture isinfluenced on national culture where organization isoperating.

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Organizational Culture Types as Predictors of Corporate Social Responsibility

By sustainability-driven change, we mean the transformation of a company into an active agent of broad sustainable development. This paper focuses on two key features of this transformation: (i) the key role played by the company's human resource (HR) management system within that process; and (ii) the fact that the transformation involves a variety of agents and that, among others, HR and sustainability managers are pivotal to the success of the process. Gaining consensus between them on those aspects of the HR system that support sustainability-driven change is a key success factor, as it results in a ‘strong' HR management system that sends coherent messages to the organization. In addition, consensus between the two managers can be critical in preparing a compelling business case for sustainability for the senior management of the organization. This paper explores the level of consensus between the HR and sustainability managers using a survey of 89 managers in Italian companies committed to sustainab...

The consensus between Italian HR and sustainability managers on HR management for sustainability-driven change – towards a ‘strong' HR management system

Purpose – The purpose of this corporate social responsibility (CSR) paper is to investigate specific social roles of multinational corporations (MNCs) in a developing economy, and how these MNCs’ CSR marketing activities are legitimized, from the institutional perspective. Design/methodology/approach – Anchoring this study in institutional theory, the authors explore how formal and informal institutions affect the legitimacy of MNCs’ CSR marketing practices in the host country of Pakistan. The authors conducted interviews with top managers from 15 local MNCs undertaking CSR programs in various sectors, such as automotive, banking, consumer products, oil and gas, pharmaceuticals, and telecommunications. Findings – The authors find that MNCs show commitment to CSR programs despite underdeveloped and very weak formal institutions, and that lots of these initiatives such as education, health, environmental protection, and civil society/religious organizations are oriented toward norms-based social CSR marketi...

Institutional legitimacy and norms-based CSR marketing practices: Insights from MNCs operating in a developing economy

Global Corporate Citizenship

Business in a Changing World

Globalization is a phenomenon driven by technology and the movement of ideas, people, and goods. Globalization 4.0 is latest stage of globalization which involves cutting-edge new technologies like artificial intelligence that powers forward with the explosion of information technology. These technologies shrink distances, open up borders and minds and bring people all across the globe closer together.

Klaus Schwab

Papers

Global Corporate Citizenship

Business in a Changing World

Globalization 4.0