Exploring Company’s Activities in the Field of CSR: The Case of Starbucks
DOI:
https://doi.org/10.12775/JCRL.2019.006Keywords
corporate social responsibility, CSR, case study, StarbucksAbstract
Abstract: Recently CSR has gained companies’ attention due to its strategic importance. In the contemporary economy, the enterprises, especially those that are global corporations, are highly involved in several activities focused on meeting both societal and environmental needs. As caring about the better future for next generations, the companies implementing CSR aim at compensating the side effects related their operations. On the other hand, they aim at building their brands perceived as supporting local communities and engaging in particular environmental projects. One of such global corporations highly involved in CSR field is Starbucks. The aim of the study is to is to explore Starbucks’ activities in the field of CSR. The research process is driven by the three following research questions: (1) What are the main areas of Starbucks’ involvement in CSR activities? (2) What are the main Starbucks’ company objectives in the field of CSR? (3) How does Starbucks implement CSR activities following TBL concept? The exploratory single case study analysis of Starbucks company is applied to answer research questions and achieve the aim of the study. The research results presented in the paper indicate that Starbucks carries out several activities focused on supporting different communities as well as prove that the company is engaged in various projects dedicated to environment protection and climate change resistance.
References
Ashrafi, M., Adams, M., Walker, T. R., & Magnan, G. (2018). How corporate social responsibility can be integrated into corporate sustainability: A theoretical review of their relationships. International Journal of Sustainable Development & World Ecology, 25(8), 671-681.
Benn, S., & Bolton, D. (2011). Key Concepts in Corporate Social Responsibility. London: Sage Publications.
Carroll, A. B. (1999). Corporate social responsibility:
Evolution of a definitional construct. Business & Society, 38(3), 268–295.
Dahlsrud, A. (2008). How corporate social responsibility is defined: An analysis of 37 definitions. Corporate Social Responsibility and Environmental Management,
(1), 1–13.
Elkington, J. (1997). Cannibals with Forks: The Triple Bottom Line of Sustainable Development. Oxford: Chapstone Publishing.
European Commission (2011). Communication from the Commission to the European Parliament, the Council, The European Economic and Social Committee and the
Committee of the Regions: A Renewed EU Strategy 2011-14 for Corporate Social Responsibility. Brussels: European Commission. Retrieved from: https://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:52011DC0681&from=EN
Hahn, T., Pinkse, J., Preuss, L., & Figge, F. (2015). Tensions in corporate sustainability: Towards an integrative framework. Journal of Business Ethics, 127(2), 297–316.
International Standard ISO 26000 (2010). Guidance on Social Responsibility. Geneva: International Organization for Standardization.
Liczmańska-Kopcewicz, K., Mizera, K., & Pypłacz, P. (2019). Corporate social responsibility and sustainable development for creating value for FMCG sector enterprises. Sustainability, 11(20), art. 5808.
Lis, A., Sudolska, A., & Tomanek, M. (2020). Mapping research on sustainable supplychain management. Sustainability, 12(10), art. 3987.
Matten, D, & Moon, J. (2008). ‘Implicit’ and ‘explicit’ CSR: A conceptual framework for a comparative understanding of corporate social responsibility. Academy of Management Review, 33(2), 404–424.
McWilliams, A., & Siegel, D. (2000). Corporate social responsibility and firm financial performance: Correlation or misspecification?. Strategic Management Journal, 21,603–609.
McWilliams, A., Siegel, D., & Wright, P. M. (2006). Corporate social responsibility: strategic implications. Journal of Management Studies, 43(1), 1-18.
Myers, M. D. (2010). Case study research. In M. Frenz, K. Nielsen, & G. Walters (Eds.) Research Methods in Management (pp. 227–248). London: SAGE.
Nasrullah, N.M., & Rahim, M.M. (2014). CSR in Private Enterprises in Developing Countries: Evidences from the Ready-made Garments Industry in Bangladesh.
Cham: Springer International Publishing.
Parrish, B. D. (2007). Designing the sustainable enterprises. Futures, 39(7), 846–860.
Petrović-Randelović, M., Stevanović, T., & Ivanović-Dukić, M. (2015). Impact of corporate social responsibility on the competitiveness of multinational corporations.
Procedia Economics and Finance, 19, 332-341.
Porter, M. E., & Kramer, M. R. (2006). Strategy and society: The link between competitive advantage and corporate social responsibility. Harvard Business
Review, 84(12), 78-92.
Robinson, J. (2004). Squaring the circle? Some thoughts on the idea of sustainable development. Ecological Economics, 48(4), 369–384.
Rok, B. (2013). Podstawy odpowiedzialności społecznej w zarządzaniu. Warszawa Wydawnictwo Poltext.
Sarkar. S, & Searcy. C. (2016). Zeitgeist or chameleon? A quantitative analysis of CSR definitions. Journal of Cleaner Production, 135, 1423– 1435.
Schultz, H., & Gordon, J. (2012). Starbucks: Sztuka wyciągania wniosków z porażek, czyli rewolucyjny przepis Schultza na wielki sukces. Kraków Znak.
Singh, A., Kar, S., & Pamucar, D. (2019). Stakeholder role for developing a conceptual framing of sustainability in organization. Sustainability, 11(1), art. 208.
Strumińska-Kutra, M., & Koładkiewicz, I. (2012). Studium przypadku. In: D. Jemielniak (Ed.), Badania jakościowe: Metody i narzędzia (pp. 1-40). Warszawa: PWN.
Sudolska, A., & Łapińska, J. (2020). Implementation of the CSR concept through sport sponsorship: The case of the Polish Chemical Capital Group. Journal of Physical
Education and Sport, 20(2), 1100-1105.
World Business Council for Sustainable Development (1999). Corporate Social Responsibility: Meeting Changing Expectations. New York: World Business
Council for Sustainable Development.
Downloads
Published
How to Cite
Issue
Section
Stats
Number of views and downloads: 4688
Number of citations: 0
