Essec\Faculty\Model\Contribution {#2216
  #_index: "academ_contributions"
  #_id: "13155"
  #_source: array:26 [
    "id" => "13155"
    "slug" => "coordinated-enactment-how-organizational-departments-work-together-to-implement-csr"
    "yearMonth" => "2023-04"
    "year" => "2023"
    "title" => "Coordinated Enactment: How Organizational Departments Work Together to Implement CSR"
    "description" => "RISI, D., WICKERT, C. et RAMUS, T. (2023). Coordinated Enactment: How Organizational Departments Work Together to Implement CSR. <i>Business and Society</i>, 62(4), pp. 745-786."
    "authors" => array:3 [
      0 => array:3 [
        "name" => "RAMUS Tommaso"
        "bid" => "B00806954"
        "slug" => "ramus-tommaso"
      ]
      1 => array:1 [
        "name" => "RISI David"
      ]
      2 => array:1 [
        "name" => "WICKERT Christopher"
      ]
    ]
    "ouvrage" => ""
    "keywords" => array:5 [
      0 => "corporate social responsibility (CSR)"
      1 => "CSR departments"
      2 => """
        functional\n
        departments
        """
      3 => "implementation"
      4 => "qualitative research"
    ]
    "updatedAt" => "2024-09-27 16:23:12"
    "publicationUrl" => "https://doi.org/10.1177/00076503221110213"
    "publicationInfo" => array:3 [
      "pages" => "745-786"
      "volume" => "62"
      "number" => "4"
    ]
    "type" => array:2 [
      "fr" => "Articles"
      "en" => "Journal articles"
    ]
    "support_type" => array:2 [
      "fr" => "Revue scientifique"
      "en" => "Scientific journal"
    ]
    "countries" => array:2 [
      "fr" => null
      "en" => null
    ]
    "abstract" => array:2 [
      "fr" => """
        Research on the implementation of corporate social responsibility (CSR)\n
        has revealed the critical role of CSR departments vis-à-vis functional\n
        departments. While both CSR and functional departments influence\n
        CSR implementation, the question of how they work together remains\n
        underexamined. We address this question by mobilizing and merging\n
        two complementary yet separate perspectives on CSR implementation:\n
        “coordination” and “enactment.” Building on a comparative case study\n
        involving seven large Swiss financial institutions that have established CSR\n
        departments and implemented CSR to varying extents, we inductively derive\n
        six courses of actions conducing to CSR implementation, involving both\n
        coordination and enactment. We distinguish between four courses of actions\n
        in the CSR departments (centralizing, coalescing, orchestrating, and consulting)\n
        and two courses of actions in the functional departments (decentralizing\n
        and tailoring). As our data suggest that coordination and enactment work\n
        in tandem, we capture these insights in a model of CSR implementation\n
        as coordinated enactment. Our research contributes to the literature by\n
        explaining how CSR departments and functional departments enact and\n
        simultaneously coordinate CSR at a particular implementation stage, thus\n
        illuminating how and why the variance in CSR implementation occurs.
        """
      "en" => """
        Research on the implementation of corporate social responsibility (CSR)\n
        has revealed the critical role of CSR departments vis-à-vis functional\n
        departments. While both CSR and functional departments influence\n
        CSR implementation, the question of how they work together remains\n
        underexamined. We address this question by mobilizing and merging\n
        two complementary yet separate perspectives on CSR implementation:\n
        “coordination” and “enactment.” Building on a comparative case study\n
        involving seven large Swiss financial institutions that have established CSR\n
        departments and implemented CSR to varying extents, we inductively derive\n
        six courses of actions conducing to CSR implementation, involving both\n
        coordination and enactment. We distinguish between four courses of actions\n
        in the CSR departments (centralizing, coalescing, orchestrating, and consulting)\n
        and two courses of actions in the functional departments (decentralizing\n
        and tailoring). As our data suggest that coordination and enactment work\n
        in tandem, we capture these insights in a model of CSR implementation\n
        as coordinated enactment. Our research contributes to the literature by\n
        explaining how CSR departments and functional departments enact and\n
        simultaneously coordinate CSR at a particular implementation stage, thus\n
        illuminating how and why the variance in CSR implementation occurs.
        """
    ]
    "authors_fields" => array:2 [
      "fr" => "Management"
      "en" => "Management"
    ]
    "indexedAt" => "2024-12-22T02:21:49.000Z"
    "docTitle" => "Coordinated Enactment: How Organizational Departments Work Together to Implement CSR"
    "docSurtitle" => "Journal articles"
    "authorNames" => "<a href="/cv/ramus-tommaso">RAMUS Tommaso</a>, RISI David, WICKERT Christopher"
    "docDescription" => "<span class="document-property-authors">RAMUS Tommaso, RISI David, WICKERT Christopher</span><br><span class="document-property-authors_fields">Management</span> | <span class="document-property-year">2023</span>"
    "keywordList" => """
      <a href="#">corporate social responsibility (CSR)</a>, <a href="#">CSR departments</a>, <a href="#">functional\n
      departments</a>, <a href="#">implementation</a>, <a href="#">qualitative research</a>
      """
    "docPreview" => "<b>Coordinated Enactment: How Organizational Departments Work Together to Implement CSR</b><br><span>2023-04 | Journal articles </span>"
    "docType" => "research"
    "publicationLink" => "<a href="https://doi.org/10.1177/00076503221110213" target="_blank">Coordinated Enactment: How Organizational Departments Work Together to Implement CSR</a>"
  ]
  +lang: "en"
  +"_type": "_doc"
  +"_score": 8.831011
  +"parent": null
}