Access the full text.
Sign up today, get DeepDyve free for 14 days.
I. Ayres, J. Braithwaite (1993)
Responsive Regulation: Transcending the Deregulation DebateOUP Catalogue
O. Williamson (1993)
Calculativeness, Trust, and Economic OrganizationThe Journal of Law and Economics, 36
J. Harrison, Edward Freeman, J. Harrison (1999)
STAKEHOLDERS, SOCIAL RESPONSIBILITY, AND PERFORMANCE: EMPIRICAL EVIDENCE AND THEORETICAL PERSPECTIVESAcademy of Management Journal, 42
C. Eden, F. Ackermann, S. Cropper (1992)
The analysis of cause mapsJournal of Management Studies, 29
M. Porter, M. Kramer (2002)
The competitive advantage of corporate philanthropy.Harvard business review, 80 12
D. Bromley (2002)
Comparing Corporate Reputations: League Tables, Quotients, Benchmarks, or Case Studies?Corporate Reputation Review, 5
G. Bonham (1993)
Cognitive mapping as a technique for supporting international negotiationTheory and Decision, 34
M. Jensen (2001)
Value Maximization, Stakeholder Theory, and the Corporate Objective Function*Business Ethics Quarterly, 12
J. Larkin (2002)
Strategic Reputation Risk Management
J. Elkington (1998)
Partnerships from cannibals with forks: The triple bottom line of 21st‐century businessEnvironmental Quality Management, 8
T. Fox, H. Ward, Bruce Howard (2002)
Public sector roles in strengthening corporate social responsibility: a baseline study
J. March (1991)
Exploration and Exploitation in Organizational LearningOrganization Science, 2
E. Brown Weiss
The emerging structure of international environmental law
S. Zadek (2001)
The Civil Corporation: The New Economy of Corporate Citizenship
C. Fombrun, Naomi Gardberg, J. Sever (2000)
The Reputation QuotientSM: A multi-stakeholder measure of corporate reputationJournal of Brand Management, 7
R. Kanter (1999)
From spare change to real change. The social sector as beta site for business innovation.Harvard business review, 77 3
R.H. Coase
The nature of the firm
J. Elkington
Cannibals with Forks: The Triple Bottom Line of 21st Century Business
M. Friedman (2007)
The Social Responsibility of Business Is to Increase Its Profits
C. Stabell (2001)
New Models for Value Creation and Competitive Advantage in the Petroleum Industry
R. Baldwin, C. Scott, C. Hood (1998)
A reader on regulation
O. Williamson (1979)
Transaction-Cost Economics: The Governance of Contractual RelationsThe Journal of Law and Economics, 22
T. Sturgeon (2002)
Modular production networks: a new American model of industrial organizationIndustrial and Corporate Change, 11
R. Langlois (2001)
The Vanishing Hand: The Changing Dynamics of Industrial CapitalismOrganizations & Markets eJournal
W. Ouchi, O. Williamson (1977)
Markets and Hierarchies: Analysis and Antitrust Implications.Administrative Science Quarterly, 22
Purpose – The purpose of the paper is to explore the challenges of integrating corporate social responsibility (CSR) with other strategic foci into the supply/contractor chain, both conceptually and empirically, with a focus on one sectorial case: the Norwegian upstream petroleum industry. It compares contradictory theories of strategic focus and explores their implications for the organisation of the supply chain and discusses challenges and solutions for operative CSR‐oriented supply chain management Design/methodology/approach – The empirical analysis, inspired by the cognitive mapping approach, seeks to elicit the strategic profiles of the oil majors and suppliers/contractors in the petroleum industry. This is based on textual analysis of core statements of overall business strategy such as the CEO's and the Chairman's statement letter to the shareholders. The paper also draws on research and workshops with petroleum companies and their suppliers in the North Sea, as well as contracting experts and researchers taking part in the EU‐TRENDS project which focused on satisfying Europe's future demands and needs for sustainable, secure, safe and clean energy supplies. Findings – The strategic profiles of the petroleum companies and their suppliers/contractors indicate that, while they coincide on many points, there is considerable discrepancy as far as CSR and HSE are concerned. The suppliers/contractors tend to emphasise the technology dimension more strongly than the petroleum companies. HSE and CSR are, on average, strategically under‐communicated within the supply industry compared with the petroleum companies, but there is also considerable variation within each group. Research limitations/implications – The paper explores how transaction cost theory may help frame managerial challenges and approaches in integrating CSR consistently throughout supply chains. It shows some of the limitations of the “rationalist” model of industrial organisation both at the firm level and at the supply chain level and discusses possible expansions into broader managerial approaches. Practical implications – The paper highlights some of the managerial challenges and basic approaches for integrating CSR consistently throughout the value chain. Originality/value – The originality of the article lies conceptually in linking the CSR literature to transaction cost theory of industrial organisation. Empirically the article presents new insights into strategic foci of the petroleum companies and their supply chain.
Corporate Governance – Emerald Publishing
Published: Apr 17, 2007
Keywords: Corporate social responsibility; Petrochemicals industry; North Sea oil; Supply chain management; Transaction costs
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.