Being Accountable to Stakeholders the Role of Non- Governmental Social Responsibility Communications.

Mr. Sameer Prasad; Mr. Jasmine Tata

doi:https://doi.org/10.51768/dbr.v16i1.161201504

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Being Accountable to Stakeholders the Role of Non- Governmental Social Responsibility Communications.

Sameer Prasad, Jasmine Tata

Vol 16 , Issue 1 , January - June 2015 | Pages: 31-38 | Research Paper

https://doi.org/10.51768/dbr.v16i1.161201504

Published Online: January 03, 2015

Author Details ( * ) denotes Corresponding author

1. * Sameer Prasad, Professor, Department of Information Technology and Supply Chain Management, College of Business and Economics, University of Wisconsin-Whitewater, Whitewater, United States (prasads@uww.edu)

2. Jasmine Tata, Assistant Professor, Quinean School of Business Administration, Loyala University Chicago, Chicago, United States (Jtata@luc.edu)

Non- Governmental Organizations (NGOs) need to partner and build trust with developmental agencies, community groups and the population they serve. Donors and governments are now requiring a greater degree of accountability on the part of NGOs. One mechanism to ensure accountability for NGOs is through Non-Governmental Social Responsibility Communication (NGSRC).

Design/Methodology/Approach: In this research, we developed a model of the relationships between socio-cultural values, NGO use of NGSRC, and stakeholders’ evaluations of NGSRC. The NGSRC model has been developed based upon the literature, and provides prescriptions to NGOs to help create culturally tailored and effective communications. This model has been applied in the context of three cases in India.

Findings: Given the range of stakeholders that NGOs are accountable to, NGSRC can be a complex process. Many NGOs are accountable to international, national, and regional partners and as such their NGSRC policies need to encapsulate a cross-cultural perspective. Furthermore, NGOs are also dependent on resources provided by the various stakeholders, and need to develop NGSRC polices to reflect stakeholders’ expectations.

Practical Implications: NGSRC involves the dissemination of information that enhances an image of social responsibility; it provides stakeholders and other audience members with disclosure about the organization’s procedures, metrics, beliefs, and actions concerning social responsibility.

Originality/Value: The NGSRC model is developed based upon impression management and resource dependence theories, and provides prescriptions to NGOs to help create culturally tailored and effective communications.

Keywords

NGOs, Communications, Culture, Resource Dependency.

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APCO (2004). Communicating CSR: Talking to People Who Listen, from http://www.apcoworldwide.com/blog/-in-category/ categories/corporate-responsibility-sustainable-growth, Retrieved on 3rd May, 2013.
Ashforth, B.E., & Gibbs, B.W. (1990). The double-edge of organizational legitimation. Organization Science, 1(2), 177-194.
Bevan, S., & Willmott, M. (2002). The ethical employee. The Work Foundation and the Future Foundation, London.
Birth, G., Illia, L., Lurati, F., & Zamparini, A. (2008). Communicating CSR: Practices among Switzerland’s top 300 companies. Corporate Communications: An International Journal, 13(2), 182-196.
British Telecom. (2004). Enlightened values, http://www.btplc.com/Betterfuture, Accessed on Jan. 08, 2015.
Deephouse, D.L., & Carter, S.M. (2005). An examination of differences between organizational legitimacy and organizational reputation. Journal of Management Studies, 42(2), 329-360.
Fombrun, C., & Riel, C.B.M. (1997). The reputational landscape. Corporate Reputation Review, 1-16.
Fynes, B., Búrca, S. de, & Marshall, D. (2004). Environmental uncertainty, supply chain relationship quality and performance. Journal of Purchasing and Supply Management, 10(4/5), 179-190.
Gupta, A., Sudan, A.S., & Verma, E. (2000). Cultural dynamics in managing people. Delhi Business Review, 1(2), 35-47. Hackathorn, R.D. & Karimi, J. (1988). A framework for comparing information engineering methods. MIS Quarterly, 12(2),203- 220.
Hofstede, G. (1980). Culture’s consequences: International differences in work-related values, Beverly Hills, CA: Sage.
Joyner, B.E., & Payne, D. (2002). Evolution and implementation: A study of values, business ethics and corporate social responsibility. Journal of Business Ethics, 41(4), 297-311.
Katz, D., & Robert, L.K.(1978). The social psychology of organizations. NY: John Wiley & Sons, Inc.
Lather, A. S., Puskas, J., Singh, A.K., & Gupta, N. (2010). Organisational culture: A study of selected organisations in the manufacturing sector in the NCR, Agricultural Economics – Czech, 56(8), 349-358.
Maignan, I., & Mcalister, D.T. (2003). Socially responsible organizational buying: How can stakeholders dictate purchasing policies? Journal of Macromarketing, 23(2), 78-89.
Meyer, M.H. & Curley, K.F. (1991). An applied framework for classifying the complexity of knowledge-based systems. MIS Quarterly, 15(4), 455-472.
Pfeffer, J., & Salancik, G.R. (1978). The external control of organizations: A resource dependence approach. NY: Harper and Row Publishers.
Punia, B.K., & Luxmi. (2005). Organizational culture in service sector: An exploration, Delhi Business Review, 6(1), 45-51.
Ralston, D.A., Gustafson, D.J., Cheung, F.M., & Terpstra, R.H. (1993). Differences in managerial values: A study of U.S., Hong Kong and PRC managers. Journal of International Business Studies, 24(2), 249-275.
Roberts, P.W., & Dowling, G.R. (2002). Corporate reputation and sustained superior financial performance. Strategic Management Journal, 23(12), 1077-1093.
Sinha, S., Singh, A. K., Gupta, N., & Dutt, R. (2010). Impact of work culture on motivation level of employees in selected public sector companies in India. Delhi Business Review, 11(1), 43-54.
Singh, K. (2001) Work values and work culture in Indian organizations: Evidence from automobile industry. Delhi Business Review, 2(2), 17-25.
Suchman, M.C. (1995). Managing legitimacy: Strategic and institutional approaches. Academy of Management Review, 20(3), 571-610.
Tata, J. (2000). Toward a theoretical framework of intercultural account-giving and account evaluation. International Journal of Organizational Analysis, 8(2), 155-178.
Triandis, H.C. (1994). Culture and social behavior. NY: McGraw-Hill.
Xia, W., & Lee, G. (2004). Grasping the complexity of IS development projects. Communications of the ACM, 47(5), 68-74.
Achterkamp, M.C., & Vos, J.F.J. (2008). Investigating the use of the stakeholder notion in project management literature, a meta-analysis. International Journal of Project Management, 26(7), 749-757.
APCO (2004). Communicating CSR: Talking to People Who Listen, from http://www.apcoworldwide.com/blog/-in-category/ categories/corporate-responsibility-sustainable-growth, Retrieved on 3rd May, 2013.
Ashforth, B.E., & Gibbs, B.W. (1990). The double-edge of organizational legitimation. Organization Science, 1(2), 177-194.
Bevan, S., & Willmott, M. (2002). The ethical employee. The Work Foundation and the Future Foundation, London.
Birth, G., Illia, L., Lurati, F., & Zamparini, A. (2008). Communicating CSR: Practices among Switzerland’s top 300 companies. Corporate Communications: An International Journal, 13(2), 182-196.
British Telecom. (2004). Enlightened values, http://www.btplc.com/Betterfuture, Accessed on Jan. 08, 2015.
Deephouse, D.L., & Carter, S.M. (2005). An examination of differences between organizational legitimacy and organizational reputation. Journal of Management Studies, 42(2), 329-360.
Fombrun, C., & Riel, C.B.M. (1997). The reputational landscape. Corporate Reputation Review, 1-16.
Fynes, B., Búrca, S. de, & Marshall, D. (2004). Environmental uncertainty, supply chain relationship quality and performance. Journal of Purchasing and Supply Management, 10(4/5), 179-190.
Gupta, A., Sudan, A.S., & Verma, E. (2000). Cultural dynamics in managing people. Delhi Business Review, 1(2), 35-47. Hackathorn, R.D. & Karimi, J. (1988). A framework for comparing information engineering methods. MIS Quarterly, 12(2),203- 220.
Hofstede, G. (1980). Culture’s consequences: International differences in work-related values, Beverly Hills, CA: Sage.
Joyner, B.E., & Payne, D. (2002). Evolution and implementation: A study of values, business ethics and corporate social responsibility. Journal of Business Ethics, 41(4), 297-311.
Katz, D., & Robert, L.K.(1978). The social psychology of organizations. NY: John Wiley & Sons, Inc.
Lather, A. S., Puskas, J., Singh, A.K., & Gupta, N. (2010). Organisational culture: A study of selected organisations in the manufacturing sector in the NCR, Agricultural Economics – Czech, 56(8), 349-358.
Maignan, I., & Mcalister, D.T. (2003). Socially responsible organizational buying: How can stakeholders dictate purchasing policies? Journal of Macromarketing, 23(2), 78-89.
Meyer, M.H. & Curley, K.F. (1991). An applied framework for classifying the complexity of knowledge-based systems. MIS Quarterly, 15(4), 455-472.
Pfeffer, J., & Salancik, G.R. (1978). The external control of organizations: A resource dependence approach. NY: Harper and Row Publishers.
Punia, B.K., & Luxmi. (2005). Organizational culture in service sector: An exploration, Delhi Business Review, 6(1), 45-51.
Ralston, D.A., Gustafson, D.J., Cheung, F.M., & Terpstra, R.H. (1993). Differences in managerial values: A study of U.S., Hong Kong and PRC managers. Journal of International Business Studies, 24(2), 249-275.
Roberts, P.W., & Dowling, G.R. (2002). Corporate reputation and sustained superior financial performance. Strategic Management Journal, 23(12), 1077-1093.
Sinha, S., Singh, A. K., Gupta, N., & Dutt, R. (2010). Impact of work culture on motivation level of employees in selected public sector companies in India. Delhi Business Review, 11(1), 43-54.
Singh, K. (2001) Work values and work culture in Indian organizations: Evidence from automobile industry. Delhi Business Review, 2(2), 17-25.
Suchman, M.C. (1995). Managing legitimacy: Strategic and institutional approaches. Academy of Management Review, 20(3), 571-610.
Tata, J. (2000). Toward a theoretical framework of intercultural account-giving and account evaluation. International Journal of Organizational Analysis, 8(2), 155-178.
Triandis, H.C. (1994). Culture and social behavior. NY: McGraw-Hill.
Xia, W., & Lee, G. (2004). Grasping the complexity of IS development projects. Communications of the ACM, 47(5), 68-74.
Achterkamp, M.C., & Vos, J.F.J. (2008). Investigating the use of the stakeholder notion in project management literature, a meta-analysis. International Journal of Project Management, 26(7), 749-757.
APCO (2004). Communicating CSR: Talking to People Who Listen, from http://www.apcoworldwide.com/blog/-in-category/ categories/corporate-responsibility-sustainable-growth, Retrieved on 3rd May, 2013.
Ashforth, B.E., & Gibbs, B.W. (1990). The double-edge of organizational legitimation. Organization Science, 1(2), 177-194.
Bevan, S., & Willmott, M. (2002). The ethical employee. The Work Foundation and the Future Foundation, London.
Birth, G., Illia, L., Lurati, F., & Zamparini, A. (2008). Communicating CSR: Practices among Switzerland’s top 300 companies. Corporate Communications: An International Journal, 13(2), 182-196.
British Telecom. (2004). Enlightened values, http://www.btplc.com/Betterfuture, Accessed on Jan. 08, 2015.
Deephouse, D.L., & Carter, S.M. (2005). An examination of differences between organizational legitimacy and organizational reputation. Journal of Management Studies, 42(2), 329-360.
Fombrun, C., & Riel, C.B.M. (1997). The reputational landscape. Corporate Reputation Review, 1-16.
Fynes, B., Búrca, S. de, & Marshall, D. (2004). Environmental uncertainty, supply chain relationship quality and performance. Journal of Purchasing and Supply Management, 10(4/5), 179-190.
Gupta, A., Sudan, A.S., & Verma, E. (2000). Cultural dynamics in managing people. Delhi Business Review, 1(2), 35-47. Hackathorn, R.D. & Karimi, J. (1988). A framework for comparing information engineering methods. MIS Quarterly, 12(2),203- 220.
Hofstede, G. (1980). Culture’s consequences: International differences in work-related values, Beverly Hills, CA: Sage.
Joyner, B.E., & Payne, D. (2002). Evolution and implementation: A study of values, business ethics and corporate social responsibility. Journal of Business Ethics, 41(4), 297-311.
Katz, D., & Robert, L.K.(1978). The social psychology of organizations. NY: John Wiley & Sons, Inc.
Lather, A. S., Puskas, J., Singh, A.K., & Gupta, N. (2010). Organisational culture: A study of selected organisations in the manufacturing sector in the NCR, Agricultural Economics – Czech, 56(8), 349-358.
Maignan, I., & Mcalister, D.T. (2003). Socially responsible organizational buying: How can stakeholders dictate purchasing policies? Journal of Macromarketing, 23(2), 78-89.
Meyer, M.H. & Curley, K.F. (1991). An applied framework for classifying the complexity of knowledge-based systems. MIS Quarterly, 15(4), 455-472.
Pfeffer, J., & Salancik, G.R. (1978). The external control of organizations: A resource dependence approach. NY: Harper and Row Publishers.
Punia, B.K., & Luxmi. (2005). Organizational culture in service sector: An exploration, Delhi Business Review, 6(1), 45-51.
Ralston, D.A., Gustafson, D.J., Cheung, F.M., & Terpstra, R.H. (1993). Differences in managerial values: A study of U.S., Hong Kong and PRC managers. Journal of International Business Studies, 24(2), 249-275.
Roberts, P.W., & Dowling, G.R. (2002). Corporate reputation and sustained superior financial performance. Strategic Management Journal, 23(12), 1077-1093.
Sinha, S., Singh, A. K., Gupta, N., & Dutt, R. (2010). Impact of work culture on motivation level of employees in selected public sector companies in India. Delhi Business Review, 11(1), 43-54.
Singh, K. (2001) Work values and work culture in Indian organizations: Evidence from automobile industry. Delhi Business Review, 2(2), 17-25.
Suchman, M.C. (1995). Managing legitimacy: Strategic and institutional approaches. Academy of Management Review, 20(3), 571-610.
Tata, J. (2000). Toward a theoretical framework of intercultural account-giving and account evaluation. International Journal of Organizational Analysis, 8(2), 155-178.
Triandis, H.C. (1994). Culture and social behavior. NY: McGraw-Hill.
Xia, W., & Lee, G. (2004). Grasping the complexity of IS development projects. Communications of the ACM, 47(5), 68-74.