Evaluating 'honesty' when implementing corporate community initiatives: A developing country perspective

Research output: Chapter in Book/Report/Conference proceedingChapter

Abstract

Purpose - This study explores organizational 'honesty' when implementing corporate community initiatives (CCIs) with a particular focus on those community projects which are carried out in developing countries. Design/methodology/approach - This exploratory chapter adopts a qualitative case study approach and uses both primary and secondary data. Findings - The exploratory examination of organizational 'honesty' in relation to the 'motives, decision-making and outcomes' when implementing CCIs, provides unique findings which indicate the multi-faceted nature of organizational motives, the engagement of salient stakeholders in CCIs' implementation and the underlying economic nature of the expected outcomes from the initiatives which are largely considered to be socially progressive. Framework consisting of four evaluative criteria is proposed as a possible evaluative framework to examine organizational 'honesty' in the implementation of CCIs. Research limitations - Although this study provides an initial explorative perspective of the debate on organizational 'honesty' in corporate social responsibility (CSR), it is limited by its scope and generalizability of the findings as it was based only on three cases. Originality/value - The chapter provides a unique and internal perspective of the manifestation of organizational 'honesty' in the implementation of CCIs. It shows of the debate on organizational 'honesty' in corporate social responsibility (CSR), it is limited by its scope and generalizability of the findings as it was based only on three cases. Originality/value - The chapter provides a unique and internal perspective of the manifestation of organizational 'honesty' in the implementation of CCIs. It shows (Dis)honesty in Management: Manifestations and Consequences Advanced Series in Management, 271-291 Copyright r 2013 by Emerald Group Publishing Limited All rights of reproduction in any form reserved ISSN: 1877-6361/doi:10.1108/S1877-6361(2013)0000010016 that determining such 'honesty' within CCIs is complex and requires an in-depth assessment of a range of evaluative criteria.

LanguageEnglish
Title of host publication(Dis)Honesty in Management: Manifestations and Consequences
Pages271-291
Number of pages21
Volume10
DOIs
Publication statusPublished - 2013

Publication series

NameAdvanced Series in Management
Volume10
ISSN (Print)18776361

Fingerprint

Developing countries
Honesty
Corporate Social Responsibility
Generalizability
Economics
Organizational studies
Design methodology
Secondary data
Decision making
Stakeholders

Cite this

Beddewela, E. (2013). Evaluating 'honesty' when implementing corporate community initiatives: A developing country perspective. In (Dis)Honesty in Management: Manifestations and Consequences (Vol. 10, pp. 271-291). (Advanced Series in Management; Vol. 10). https://doi.org/10.1108/S1877-6361(2013)0000010016
Beddewela, Eshani. / Evaluating 'honesty' when implementing corporate community initiatives : A developing country perspective. (Dis)Honesty in Management: Manifestations and Consequences. Vol. 10 2013. pp. 271-291 (Advanced Series in Management).
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Beddewela, E 2013, Evaluating 'honesty' when implementing corporate community initiatives: A developing country perspective. in (Dis)Honesty in Management: Manifestations and Consequences. vol. 10, Advanced Series in Management, vol. 10, pp. 271-291. https://doi.org/10.1108/S1877-6361(2013)0000010016

Evaluating 'honesty' when implementing corporate community initiatives : A developing country perspective. / Beddewela, Eshani.

(Dis)Honesty in Management: Manifestations and Consequences. Vol. 10 2013. p. 271-291 (Advanced Series in Management; Vol. 10).

Research output: Chapter in Book/Report/Conference proceedingChapter

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Beddewela E. Evaluating 'honesty' when implementing corporate community initiatives: A developing country perspective. In (Dis)Honesty in Management: Manifestations and Consequences. Vol. 10. 2013. p. 271-291. (Advanced Series in Management). https://doi.org/10.1108/S1877-6361(2013)0000010016