{"id":3662,"date":"2025-04-02T20:43:07","date_gmt":"2025-04-02T20:43:07","guid":{"rendered":"https:\/\/aomtodayprod.wpenginepowered.com\/?p=3662"},"modified":"2025-07-09T15:15:05","modified_gmt":"2025-07-09T15:15:05","slug":"many-execs-talk-a-good-social-responsibility-game-but-fail-to-walk-the-walk","status":"publish","type":"post","link":"https:\/\/www.aom.org\/today\/many-execs-talk-a-good-social-responsibility-game-but-fail-to-walk-the-walk\/","title":{"rendered":"Many Execs Talk a Good Social Responsibility Game but Fail to Walk the Walk"},"content":{"rendered":"

By Daniel Butcher<\/a><\/p>\n

Whether it was the board, the CEO, or others in the C-suite who decided to put a corporate social responsibility (CSR) plan in place, it\u2019s instructive to examine their motivations. Do their ideologies and values cause them to legitimately prioritize business ethics, sustainability, and CSR? Do they want the company to look good in the eyes of consumers and convince shareholders they’re doing the right thing? Was it a self-serving or cost-saving decision to implement a CSR program? The answers are keys to understanding whether organizations\u2019 CSR initiatives will be perceived as genuine or contrived.<\/p>\n

That\u2019s according to Academy of Management Scholar Herman Aguinis<\/a> of the George Washington University School of Business, who has conducted research for more than 20 years looking at how individuals decide to be involved in organizations\u2019 CSR mission and who actually participates in CSR initiatives, from the C-suite to rank-and-file employees.<\/p>\n

\u201cIn some cases, there are external stakeholders who see the organization\u2019s CSR initiatives as genuine, while others complain that it\u2019s just \u2018CSR-washing,\u2019 an attempt at PR on the part of a company to burnish its reputation,\u201d Aguinis said. \u201cWe recently wrote a paper on how to avoid being labeled as a CSR-washer, which is important because it can take a lot of money and time and effort to overcome an incorrect perception, so we describe things that companies can do to minimize that risk and avoid being unfairly labeled as a CSR-washer.<\/p>\n

\u201cOne is to involve employees: You should not have a top-down process, but rather a bottom-up process to encourage employees to participate actively, not just enacting the CSR process and intervention, but also in strategizing and creating it, because then they will be the best supporters of the CSR initiatives,\u201d he said.<\/p>\n

\u201cThey will talk to their families and friends about how good the company is, and that will help attract employees to the company, and its CSR efforts will be seen as more genuine and not just a PR [public-relations] plot.\u201d<\/p>\n

Translating CSR strategics plans and goals into action<\/strong><\/p>\n

As crucial as it is for leaders to make strategic plans and set objectives informed by CSR, it\u2019s challenging to translate policies or missions into practice.<\/p>\n

\u201cUsually these nice, big strategic goals don’t cascade down, because, in many cases, frankly, it is a statement on their website or some memo or email about a strategic plan that employees don\u2019t read, aren\u2019t aware of, or don’t really care about,\u201d Aguinis said. \u201cIn fact, if you ask employees about their companies\u2019 strategic goals, not just about CSR, but in general, they typically don’t know them.\u201d<\/p>\n

One way to raise awareness about CSR objectives throughout an organization is through performance management. Leaders need to ask themselves, what are the specific goals regarding CSR for each of the organization\u2019s units? And what are the specific CSR goals for individuals in terms of behaviors and results? Then leaders can start measuring key performance indicators (KPIs)and rewarding employees who perform well on those specific criteria.<\/p>\n

\u201cA lot of companies need to do two critical things to improve: number one, involving employees bottom-up in the design of CSR initiatives, and number two, embedding CSR goals within the performance-management system,\u201d Aguinis said. \u201cIf you do just those two things alone, you will go a long way in ensuring that CSR is taken seriously and embedded, not just peripheral.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

By Daniel Butcher Whether it was the board, the CEO, or others in the C-suite who decided to put a corporate social responsibility (CSR) plan in place, it\u2019s instructive to examine their motivations. Do their ideologies and values cause them to legitimately prioritize business ethics, sustainability, and CSR? Do they want the company to look […]<\/p>\n","protected":false},"author":4,"featured_media":4006,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[26,22,72,19],"tags":[],"sp_smart_badges":[],"ppma_author":[70],"class_list":["post-3662","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-corporate-social-responsibility","category-entrepreneurship","category-ethics","category-leadership"],"acf":[],"yoast_head":"\nMany Execs Talk a Good Social Responsibility Game but Fail to Walk the Walk - Academy of Management Today<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.aom.org\/today\/many-execs-talk-a-good-social-responsibility-game-but-fail-to-walk-the-walk\/\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Daniel Butcher\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"3 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/www.aom.org\\\/today\\\/many-execs-talk-a-good-social-responsibility-game-but-fail-to-walk-the-walk\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/www.aom.org\\\/today\\\/many-execs-talk-a-good-social-responsibility-game-but-fail-to-walk-the-walk\\\/\"},\"author\":{\"name\":\"Daniel Butcher\",\"@id\":\"https:\\\/\\\/www.aom.org\\\/today\\\/#\\\/schema\\\/person\\\/d1297a59039d9ca7bac9d9f0952e508c\"},\"headline\":\"Many Execs Talk a Good Social Responsibility Game but Fail to Walk the Walk\",\"datePublished\":\"2025-04-02T20:43:07+00:00\",\"dateModified\":\"2025-07-09T15:15:05+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/www.aom.org\\\/today\\\/many-execs-talk-a-good-social-responsibility-game-but-fail-to-walk-the-walk\\\/\"},\"wordCount\":587,\"commentCount\":0,\"image\":{\"@id\":\"https:\\\/\\\/www.aom.org\\\/today\\\/many-execs-talk-a-good-social-responsibility-game-but-fail-to-walk-the-walk\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/www.aom.org\\\/today\\\/wp-content\\\/uploads\\\/2025\\\/03\\\/crs1.webp\",\"articleSection\":[\"CORPORATE SOCIAL RESPONSIBILITY\",\"ENTREPRENEURSHIP\",\"ETHICS\",\"LEADERSHIP\"],\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\\\/\\\/www.aom.org\\\/today\\\/many-execs-talk-a-good-social-responsibility-game-but-fail-to-walk-the-walk\\\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/www.aom.org\\\/today\\\/many-execs-talk-a-good-social-responsibility-game-but-fail-to-walk-the-walk\\\/\",\"url\":\"https:\\\/\\\/www.aom.org\\\/today\\\/many-execs-talk-a-good-social-responsibility-game-but-fail-to-walk-the-walk\\\/\",\"name\":\"Many Execs Talk a Good Social Responsibility Game but Fail to Walk the Walk - 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Do their ideologies and values cause them to legitimately prioritize business ethics, sustainability, and CSR? 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