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dc.contributor.authorBerland, Nicolas*
dc.contributor.authorLoison, Marie-Claire*
dc.date.accessioned2009-06-23T10:53:40Z
dc.date.available2009-06-23T10:53:40Z
dc.date.issued2008
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/402
dc.language.isoenen
dc.subjectPerformance managementen
dc.subjectPerformance measurementen
dc.subject“Responsible Care”en
dc.subjectCorporate Social Responsibilityen
dc.subject.ddc658.4en
dc.subject.classificationjelM.M1.M19en
dc.subject.classificationjelM.M1.M14en
dc.titleFabricating management practices : "Responsible Care" and Corporate Social Responsibilityen
dc.typeArticle accepté pour publication ou publié
dc.description.abstractenPurpose this study focuses on the policy of Corporate Social Responsibility (CSR) launched in the chemical industry in the 1980s and known as “Responsible Care”. The debate surrounding this issue prompts us to question the ever-changing nature of this policy and the way to measure the performance achieved. Methodology Our findings are drawn from analysis of a double set of data including a longitudinal survey and a current case study. Blending these two data sets allows a better understanding of the ongoing building process of “Responsible Care” and, more broadly, of corporate social responsibility. Findings this paper asserts that, contrary to the common wisdom developed in research, companies do not simply react to stakeholder pressure. Companies autonomously develop ways to protect their environment and so contribute to changing Society's expectations. Thus, performance cannot be read without a dynamic perspective in mind. Research limitations/implications Our findings lead us to reconsider the assessment of companies' sustainable performances by taking into account the fabricating process of sustainable activities. The main limitation of this research stems from the single unit of analysis considered. Broader studies will be necessary to enrich our understanding of corporate policies. Originality/value of the paper Our paper stands apart from the traditional view of organizations as cynical actors and attempts to provide a more complex picture of the behaviours observed.en
dc.relation.isversionofjnlnameSociety & Business Review
dc.relation.isversionofjnlvol3en
dc.relation.isversionofjnlissue1en
dc.relation.isversionofjnldate2008
dc.relation.isversionofjnlpages41-56en
dc.relation.isversionofdoi10.1108/17465680810852720
dc.description.sponsorshipprivateouien
dc.relation.isversionofjnlpublisherManagement Reportsen
dc.subject.ddclabelDirection d'entrepriseen
dc.description.halcandidateoui
dc.description.readershipRecherche
dc.description.audienceInternational
dc.relation.Isversionofjnlpeerreviewedoui
hal.person.labIds1032*
hal.person.labIds1032*
hal.identifierhal-01682196*


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