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Corporate to Management Social Responsibility: Extending Csr to Msr Guided by Mary Parker Follett

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Corporate to Management Social Responsibility: Extending Csr to Msr Guided by Mary Parker Follett CORPORATE TO MANAGEMENT SOCIAL RESPONSIBILITY: EXTENDING CSR TO MSR GUIDED BY MARY PARKER FOLLETT Susan MAWER Salford University Business School Salford, UK Submitted in Partial Fulfilment of the Requirements of the Degree of Doctor of Philosophy, December 2015 CONTENTS Page: List of Figures xiii List of Tables xiii Acknowledgements xiv Declaration of previously used material xv Abstract xvi Prologue 1 CHAPTER 1 2 Management social responsibility: MSR 2 1.1 Introduction 2 1.1.2 Follett’s concepts: integration, coordination and power-with 2 1.1.3 Key themes and objectives 4 1.1.4 CSR theoretical framework 4 1.1.5 Research methods 5 1.1.6 Research questions 6 1.1.7 Defining CSR 7 1.1.8 Follett’s contribution to management and CSR 9 1.2 Contributions of research 10 1.2.1 Follett’s ideas past, present and future 10 1.2. Theoretical standpoint 11 1.3 Structure of thesis 12 CHAPTER 2 Mary Parker Follett, her life and work 14 2.1 Overview 14 2.1.2 Structure of chapter two 14 2.2 Power-with, integration, coordination and the law of the situation 15 2.2.1 Mary Parker Follett and management theory 16 ii 2.2.2 Management theories and concepts compared with Mary Parker Follett’s philosophies (Table 2.2.2) 18 2.3 Mary Parker Follett and MSR 20 2.3.1 Background 21 2.3.2 Early years 21 2.3.3 The law of the situation 22 2.3.4 Democracy 23 2.3.5 Community centres 24 2.3.6 Community development, democracy and social responsibility 25 2.4 Concepts for MSR: Power-with, integration and coordination 27 2.4.1 Power-with 27 2.4.2 Integration 29 2.4.3 Coordination 31 2.5 Business management: A social service 32 2.5.1 League of Nations 32 2.5.2 Leadership and followership 34 2.6 Follett in question 35 2.6.1 Naivety 36 2.6.2 Macro Level 38 2.7 Conclusion of chapter two 40 CHAPTER 3 Literature review 42 3.1 Structure of chapter three 42 3.2 Follett, CSR and MSR 42 3.3 Foundations of CSR 43 3.3.1 CSR: an executive choice 43 iii 3.3.2 Defining CSR 44 3.3.3 Differing perspectives 45 3.3.4 Significant changes 47 3.4 CSR theories evolve 48 3.4.1 Stakeholder theory in question 49 3.4.2 The business case for CSR 52 3.4.3 Democracy and political CSR 54 3.4.4 CSR challenged 55 3.4.5 Shareholder value and CSR 56 3.4.6 CSR as a management strategy 57 3.4.7 Consumer and management standards for CSR 59 3.5 CSR and Mary Parker Follett 64 3.5.1 Six core characteristics of CSR 65 3.5.2 Six categories of CSR 66 3.5.2.1 Comparison of CSR and Follett’s Concepts (Table) 67 3.5.2.2 CSR: Ethics 68 3.5.2.3 CSR: Political 69 3.5.2.4 CSR: Instrumental 70 3.5.2.5 CSR: Corporate citizenship 71 3.5.2.6 CSR: Post-financial crisis 71 3.5.2.7 CSR: Integrated 72 3.5.2.8 CSR: Residual and integrated approaches compared with the concepts of Follett (Table) 73 3.6 Integrative CSR and Follett 74 3.6.1 Integrative CSR in action 74 3.6.2 Summary 75 3.6.3 Main themes, categories and approaches 75 3.6.4 Summary of the range of approaches to CSR (Table) 79 3.6.5 Operationalising management social responsibility (MSR) 78 3.7 Conclusion of chapter three 79 iv CHAPTER 4 Research methodology 83 4.1 Overview 83 4.1.2 Structure of chapter four 83 4.1.2.1 The research process (Figure) 83 4.1.3 Original research question and objectives 84 4.1.3.1 Research questions 85 4.1.4 Philosophical approach to research 86 4.1.4.1 Philosophical approach to research (Figure) 87 4.1.5 Qualitative and quantitative research 89 4.1.6 Methodological choice 90 4.1.6.1 Design and techniques 91 4.1.6.2 Four paradigms 91 4.1.6.2.1 Four paradigms for analysis of social theory (Figure) 92 4.1.6.3 Paradigm choice 92 4.1.6.3.1 Four paradigms for the extended analysis of social theory (Figure) 94 4.1.6.4 Hermeneutics 95 4.1.6.5 Implications for chosen research 97 4.1.7 Summary of methodological choice 98 4.2 Description of the research process 98 4.2.1 Research process (Figure) 99 4.2.2 Formulating the research questions 99 4.2.3 Literature review 100 4.2.4.1 Historical foundations of literature 100 4.2.5 Research method and ethical approval 101 4.2.5.1 Organizational approval 101 4.2.6 Developing the research plan 102 4.2.7 Interview protocol and questions 104 4.2.8 Interview questions and consent form 105 4.2.8.1 Objectivity and detachment 105 v 4.2.9 Select data sources 106 4.2.9.1 Sampling 107 4.2.10 Recruit participants 107 4.2.10.1 Overview of interview process 109 4.2.10.1.2 Demographics 110 4.2.10.2 Snowball sampling (Figure) 111 4.2.10.3 Summary of respondents (Table) 112 4.2.11 Interviews 113 4.2.11.1 Bias 114 4.2.11.2 Venues for interviews 114 4.2.12 Data collection 115 4.2.13 Coding and analysis 115 4.2.13.1 Coding process 115 4.2.13.2 Coding themes 116 4.2.13.3 Analysis 117 4.2.14 Empirical findings 117 4.2.15 Summary of research process 118 4.2.16 Limitations 119 4.3 Conclusion of chapter four 120 CHAPTER 5 Follett and CSR: the role of the manager – tension, conflict and ambivalence 125 5.1 Introduction 123 5.1.2 Overview 123 5.2 What CSR means to managers 124 5.2.1 CSR: First impressions 124 5.2.2 Interpreting CSR 126 5.2.3 Community and CSR 128 5.2.4 Management responsibility for CSR 128 vi 5.2.5 Summary of section one 129 5.3 CSR as a management issue: The blocks 129 5.3.1 Tax avoidance, MNCs and CSR 130 5.3.1.2 SMEs, tax and ethics 131 5.3.2 Corporate sustainability: CS, and Corporate unsustainability: CU 135 5.3.2.1 Standards of management behaviour 136 5.3.3 Diversity and CSR 137 5.3.4 Gender and CSR 138 5.3.5 Cynical CSR 141 5.3.6 Public sector 143 5.3.7 Summary of section two 144 5.4 CSR: The business case 145 5.4.1 Marketing and CSR 146 5.4.2 Reputation 147 5.4.3 Summary of section three 149 5.5 CSR as a management issue: Overcoming the blocks 149 5.5.1 Organizational culture 149 5.5.2 The journey: Social issues in management 150 5.5.3 Leadership 152 5.5.4 Codes of conduct 153 5.5.6 Corporate citizenship 155 5.6 Integration for CSR 156 5.6.1 Integrating conflicting interests 156 5.6.2 Integrating CSR from the community upwards 157 5.6.3. Summary of section four 160 5.7 Conclusion of chapter five 163 vii CHAPTER 6 Examining management’s relationship between business and society using Follett’s concepts of integration and the law of the situation 164 6.1 Introduction 164 6.1.2 Overview 164 6.2 Business management central to the advancement of society 165 6.2.1 Policies, procedures and objectives 165 6.2.2 Reactive and proactive approaches to CSR 168 6.2.3 Motivation and extending CSR to MSR 169 6.2.4 Managers’ values and operationalising MSR 169 6.2.5 Developing relationships 175 6.2.6 Internal and external relationships 176 6.2.7 Cultural differences and CSR 177 6.2.8 Summary of section one 178 6.3 Executive function and CSR 179 6.3.1 Setting the standard for social responsibility 179 6.3.2 Collaborations 181 6.3.3 Professional organizations and CSR 181 6.3.4 Gaps in knowledge 182 6.3.5 Training, skills, and capabilities for CSR and MSR 184 6.3.6 Community resources and capabilities 187 6.3.7 Integrating relationships 189 6.3.8 Management frameworks and competencies for MSR 190 6.3.9 Educating the public and assurance schemes 191 6.3.10 Summary of section two 195 6.10 Conclusion of chapter six 196 viii CHAPTER 7 Operationalising management social responsibilities using Follett’s concept of power-with and coordination 199 7.1 Introduction 199 7.1.2 Overview 199 7.1.3 Power-with: the concept 200 7.2 Power with and coordination 201 7.2.1 Applying the Follett’s concept of coordination 201 7.2.2 Coordination model based on Follett (Figure) 203 7.2.3 Management’s capability to implement power-with 204 7.2.4 Developing power-with 207 7.2.5 Power-with and managing diversity 209 7.2.6 Choice of language 211 7.2.7 Summary of section one 213 7.3 Leadership vision for CSR 214 7.3.1 The invisible leader 214 7.3.2 Ethos and values of the invisible leader 215 7.3.3 The continuous process of power-with 217 7.3.4 Leadership and the vision for MSR 221 7.3.5 Developing leaders 223 7.3.6 Developing power-with in followership 224 7.3.7 Vision for power-with 229 7.3.8 Summary of section two 231 7.4 Conclusion of chapter seven 232 ix CHAPTER 8 Conclusion: summary of findings, operationalising MSR and future research 236 8.1 Structure of chapter four 236 8.1.2 Introduction 236 8.2 Summary of findings 237 8.2.1 Capability, inclination, and the business case for operationalising MSR 237 8.2.2 CSR to MSR 237 8.2.3 Defining and interpreting CSR 238 8.2.4 Cynicism, scepticism and CSR 238 8.2.5 Legacy, next generation of managers and CSR 238 8.2.6 Legislation 238 8.2.7 Educating the public, and assurance schemes 239 8.2.8 Motivation and values 239 8.2.9 Engaging communities 239 8.2.10 Reactive and proactive approaches to CSR 239 8.2.11 Charities, professional bodies and collaboration for MSR 240 8.2.12 The invisible leader, corporate vision, and champions 240 8.2.13 Follett’s ideas for managers 240 8.2.14 Summary of section one 240 8.3 Fulfilment of objectives 241 8.3.1 Management skills to advance society 242 8.4 Contributions to practice and theory 243 8.4.1 Summary of contribution to practice (Table) 244 8.4.2 Extending and developing MSR 244 x 8.4.3 Continual development and extension of MSR practice (Figure) 245 8.4.4 Summary of contributions to theory (Table) 245 8.4.5 Diagrams for continual evolution of MSR 245 8.4.6 Follett’s concepts and the evolution of MSR 246 8.4.7 Continual development and extension of MSR theory (Figure) 247 8.4.8 Figures of development of theory 247 8.4.9 Evolution of MSR practice and theory (Figure) 248 8.4.10 Towards MSR 249 8.4.11 Summary of a continuum of progress towards MSR (Figure) 249 8.5
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