The role of communication tools of the corporate social responsibility strategy for building effective dialogue with stakeholders

10

Communication on Corporate Social Responsibility (CSR) can be based on unilateral communication, in which stakeholders are “passive listeners”. However, more effective is a bilateral interaction that engages stakeholders in the communication process while developing and implementing a CSR strategy, enabling establishment of the dialogue. That is why the objective of the study is to reasonably expose the impact of the communication toolkit of implementing the CSR strategy on establishing dialogue with stakeholders. The author develops an algorithm for organizing a stakeholder communication process that takes into account communication barriers at each stage: creation, encoding, transmission, receiving, decoding and responding. The internally-oriented, externally-oriented and universal communication tools of CSR strategy implementation are characterized. The functions of the communication toolkit of CSR strategy implementation are systematized: informational, contact, educational, interpretative, emotional, holistic, mobilizing, strategic, preventive. The author compared CSR communication strategies (one-sided, two-way asymmetric and two-way symmetric) according to the following criteria: the achievement of communication ideal: transfer and joint creation of CSR meaning, stakeholder needs, the role of stakeholder, method of determining CSR priorities, strategic goals  for establishing communications, third-party approval of the CSR strategy. Much attention is paid to specifying forms of indirect and direct communication, as well as to the analysis of their relevance to the main CSR communication strategies. It is established that the identification of stakeholders is an important part of CSR communication, which is why the author summarizes main forms and the result of interaction with them. It is justified that effective interaction with stakeholders holds a dialogue capable of identifying existing problems and jointly formulating ways to solve them.

  1. Suprun, N.A., Hamanyuk, O.I. (2015). Corporate social responsibility as a strategy to manage common resources. Ukr. socìum – Ukrainian society, 4 (55), 108-119. https://doi.org/10.15407/socium2015.04.108 [in Ukrainian]

  2. Bridging the gap between marketing and policy: Towards greater collaboration and alignment to help companies meet changing consumer expectations. World Federation of Advertisers. URL: https://www.wfanet.org/app/uploads/2019/03/WFA-report_bridging-the-gap-between-marketing-and-policy_2019.pdf

  3. Khovrak, I. (2017). Odpowiedzialność społeczna jako strategia przywództwa przedsiębiorstwa na rynku. Zeszyty Instytutu Spraw Publicznych UJ Zarządzanie Publiczne, 3 (39), 391-401 [in Polish]

  4. Chernev, A., Blair, S. (2015). Doing well by doing good: the benevolent halo of corporate social responsibility. Journal of Consumer Research, 41 (6), 1412-1425.

  5. Al-Abdallah, G.M., Ahmed, R.S. (2018). The impact of corporate social responsibility on customer loyalty in the Qatari telecommunication sector. Journal of Business and Retail Management Research, 13 (1), 253-268.

  6. Cho, S., Hong, Y. (2009). Netizens’ evaluations of corporate social responsibility: content analysis of CSR news stories and online readers’ comments. Public Relations Review, 35 (2), 147-149.

  7. Carlile, P.R. (2004). Transferring, translating, and transforming: An integrative framework for managing knowledge across boundaries. Organization Science, 15, 555-568.

  8. Manoj, B., Baker, A.H. (2007). Communication challenges in emergency response. Communications of the ACM, 50 (3), 51-53.

  9. Coombs, W.T., Holladay, S.J. (2012). Managing Corporate Social Responsibility: A communication approach. Malden, MA: Wiley-Blackwell.

  10. Pomering, A., Dolnicar, S. (2009). Assessing the prerequisite of successful CSR implementation: are consumers aware of CSR initiatives? Journal of Business Ethics, 85 (2), 285-301.

  11. Du, S., Bhattacharya, C.B., Sen, S. (2010). Maximizing business returns to corporate social responsibility (CSR): the role of CSR communication. International Journal of Management Reviews, 12(1), 8-19.

  12. Bekmeier-Feuerhahn, S., Bögel, P.M., Koch, C. (2017). Investigating Internal CSR Communication: Building a Theoretical Framework: Handbook of Integrated CSR Communication. Springer: Cham.

  13. Etter, M. (2013). Reasons for low levels of interactivity: (Non-) interactive CSR communication in Twitter. Public relations review, 39 (5), 606-608.

  14. Morsing, M., Schultz, M. (2006). Corporate social responsibility communication: stakeholder information, response and involvement strategies. Business Ethics: A European Review, 15 (4), 323-338.

  15. Perez, A., del Bosque, I.R. (2012). The role of CSR in the corporate identity of banking service providers. Journal of Business Ethics, 108 (2), 145-166.

  16. Signitzer, B., Prexl, A. (2008). Corporate sustainability communications: aspects of theory and professionalization. Journal of Public Relations Research, 20 (1), 1-19.

  17. Nielsen, A.E., Thomsen, C. (2007). Reporting CSR – what and how to say it? Corporate Communications: An International Journal, 12 (1), 25-40.

  18. Wanderley, L.S.O., Lucian, R., Farache, F., de Sousa Filho, J.M. (2008). CSR information disclosure on the web: a context-based approach analysing the influence of country of origin and industry sector. Journal of business ethics, 82 (2), 369-378.

  19. Karmasin, M., Apfelthaler, G. (2017). Integrated Corporate Social Responsibility Communication: A Global and Cross-Cultural Perspective: Handbook of Integrated CSR Communication. Springer: Cham.

  20. Kanki, B. (2010). Communication and Crew Resource Management. Crew Resource Management. Elsevier.

  21. Dörnyei, Z., Scott, M.L. (1997). Communication strategies in a second language: Definitions and taxonomies. Language learning, 47, 173-210.

  22. Hetze, K.,Winistörfer, H. (2016). CSR communication on corporate websites compared across continents. International Journal of Bank Marketing, 34 (4), 501-528.

  23. Krishnan, I.A., Ramalingam, S.J., Ching, H.J., Maruthai, E. (2018). The functions of communication strategies: an analysis of Chinese EFL learners’ transactional practice. Journal of Language and Communication, 5 (2), 151-159.

  24. Iivonen, K., Moisander, J. (2015). Rhetorical construction of narcissistic CSR orientation. Journal of Business Ethics, 131 (3), 649-664.

  25. Kent, M.L., Taylor, M. (2002). Toward a dialogic theory of public relations. Public Relations Review, 28, 21-37.

  26. Suchman, M.C. (1995). Managing legitimacy: Strategic and institutional approaches. Academy of management review, 20 (3), 571-610.

  27. Patel, A.M., Xavier, R.J., Broom, G. Toward a model of organizational legitimacy in public relations theory and practice. In Proceedings International Communication Association Conference (pp. 1-22). New York, USA. URL: https://eprints.qut.edu.au/10132/1/10132.pdf

  28. Pfeffer, J., Salancik, G.R. (2003). The external control of organizations: A resource dependence perspective. Stanford University Press.

  29. Hooghiemstra, R. (2000). Corporate communication and impression management–new perspectives why companies engage in corporate social reporting. Journal of business ethics, 27 (1-2), 55–68.