Access the full text.
Sign up today, get DeepDyve free for 14 days.
(1995)
A stakeholder framework for analyzing and evaluating corporations
N.C. Smith
Corporate social responsibility: not whether, but how
Michael Davidson, Ruth McPhail, S. Barry (2011)
Hospitality HRM: past, present and the futureInternational Journal of Contemporary Hospitality Management, 23
N. Hirschhorn (2004)
Corporate social responsibility and the tobacco industry: hope or hype?Tobacco Control, 13
S. Wartick, Philip Cochran (1985)
The Evolution of the Corporate Social Performance ModelAcademy of Management Review, 10
(2003)
Corporate Social Responsibility: Not Whether, But How," Center for Marketing Working Paper (03-701)
Abagail McWilliams, D. Siegel, P. Wright (2006)
Corporate Social Responsibility: Strategic ImplicationsWiley-Blackwell: Journal of Management Studies
Lynn Isabella (1990)
Evolving Interpretations as a Change Unfolds: How Managers Construe Key Organizational EventsAcademy of Management Journal, 33
A. Carroll (1991)
The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholdersBusiness Horizons, 34
G. Lantos (2001)
The boundaries of strategic corporate social responsibilityJournal of Consumer Marketing, 18
Henry Tsai, S. Pan, Jin-Soo Lee (2011)
Recent research in hospitality financial managementInternational Journal of Contemporary Hospitality Management, 23
M. Vilanova, J. Lozano, Daniel Arenas (2008)
Exploring the Nature of the Relationship Between CSR and CompetitivenessJournal of Business Ethics, 87
G. Weaver, L. Treviño, Philip Cochran (1999)
Corporate Ethics Programs as Control Systems: Influences of Executive Commitment and Environmental FactorsAcademy of Management Journal, 42
P. Jones, D. Comfort, D. Hillier (2006)
Reporting and reflecting on corporate social responsibility in the hospitality industry: a case study of pub operators in the UK.International Journal of Contemporary Hospitality Management, 18
Rachel Dodds, Jacqueline Kuehnel (2010)
CSR among Canadian mass tour operators: good awareness but little actionInternational Journal of Contemporary Hospitality Management, 22
M. Alexander, Chein Chen, Andrew MacLaren, Kevin O'Gorman (2010)
Love motels: oriental phenomenon or emergent sector?International Journal of Contemporary Hospitality Management, 22
(2007)
What all Licensees need to know about changes in Scottish Alcohol Licensing Laws: The Licensing (Scotland) Act 2005
C. Nadel (2016)
Case Study Research Design And Methods
M. Clarkson (1995)
A Stakeholder Framework for Analyzing and Evaluating Corporate Social PerformanceAcademy of Management Review, 20
Kevin O'Gorman, C. Gillespie (2010)
The mythological power of hospitality leaders?: a hermeneutical investigation of their reliance on storytellingInternational Journal of Contemporary Hospitality Management, 22
Judy Holcomb, R. Upchurch, F. Okumus (2007)
Corporate social responsibility: what are top hotel companies reporting?International Journal of Contemporary Hospitality Management, 19
G. Palazzo, Ulf Richter (2005)
CSR Business as Usual? The Case of the Tobacco IndustryJournal of Business Ethics, 61
Seoki Lee, Sun-Young Park (2009)
Do socially responsible activities help hotels and casinos achieve their financial goalsInternational Journal of Hospitality Management, 28
I. Maignan, O. Ferrell (2000)
Measuring Corporate Citizenship in Two Countries: The Case of the United States and FranceJournal of Business Ethics, 23
F. Farrelly, S. Greyser (2007)
Sports sponsorship to rally the home teamHarvard Business Review, 85
W. Werther, D. Chandler (2005)
Strategic corporate social responsibility as global brand insuranceBusiness Horizons, 48
T. Donaldson, L. Preston (1995)
The Stakeholder Theory of the Corporation: Concepts, Evidence, and ImplicationsAcademy of Management Review, 20
Judy Holcomb, F. Okumus, Anil Bilgihan (2010)
Corporate social responsibility: what are the top three Orlando theme parks reporting?Worldwide Hospitality and Tourism Themes, 2
Alcohol Focus Scotland
Training and events
Ulf Richter (2011)
Drivers of Change: A Multiple-Case Study on the Process of Institutionalization of Corporate Responsibility Among Three Multinational CompaniesJournal of Business Ethics, 102
C. Valor (2005)
Corporate Social Responsibility and Corporate Citizenship: Towards Corporate Accountability
Mark Suchman (1995)
Managing Legitimacy: Strategic and Institutional ApproachesAcademy of Management Review, 20
Alan Pomering, S. Dolnicar (2008)
Assessing the Prerequisite of Successful CSR Implementation: Are Consumers Aware of CSR Initiatives?Journal of Business Ethics, 85
Peter Frankental (2001)
Corporate social responsibility – a PR invention?Corporate Communications: An International Journal, 6
Myongjee Yoo, SoJung Lee, B. Bai (2011)
Hospitality marketing research from 2000 to 2009 : Topics, methods, and trendsInternational Journal of Contemporary Hospitality Management, 23
S.C. Bolton, K. Chung‐hee, K.D. O'Gorman
Corporate social responsibility as a dynamic internal organizational process: a case study
Issam c. (2014)
A Three-Dimensional Conceptual Model of Corporate Performance,...
B. Husted (2005)
Risk Management, Real Options, Corporate Social ResponsibilityJournal of Business Ethics, 60
Michel Ferrary (2009)
A Stakeholder’s Perspective on Human Resource ManagementJournal of Business Ethics, 87
K. Bondy (2008)
The Paradox of Power in CSR: A Case Study on ImplementationJournal of Business Ethics, 82
S. Rundle‐Thiele (2009)
Social Gain: Is Corporate Social Responsibility Enough?Australasian Marketing Journal, 17
(2007)
Alcohol Focus Scotland Manifesto 2007: National Charity for Alcohol Issues
Taru Vuontisjärvi (2006)
Corporate Social Reporting in the European Context and Human Resource Disclosures: An Analysis of Finnish CompaniesJournal of Business Ethics, 69
(2011)
Corporate Social Responsibility as a Dynamic Internal Organizational Process: A Case Study Journal of Business Ethics
R. Karnes (2009)
A Change in Business Ethics: The Impact on Employer–Employee RelationsJournal of Business Ethics, 87
Ming-Tien Tsai, Chun‐Chen Huang (2008)
The Relationship among Ethical Climate Types, Facets of Job Satisfaction, and the Three Components of Organizational Commitment: A Study of Nurses in TaiwanJournal of Business Ethics, 80
S. Bolton, R. Kim, Kevin O'Gorman (2011)
Corporate Social Responsibility as a Dynamic Internal Organizational Process: A Case StudyJournal of Business Ethics, 101
R. Harrington, M. Ottenbacher (2011)
Strategic management: An analysis of its representation and focus in recent hospitality researchInternational Journal of Contemporary Hospitality Management, 23
J. Jacobs (1975)
Management: Tasks, Responsibilities, PracticesAmerican Journal of Health-system Pharmacy, 32
K. Kang, Seoki Lee, C. Huh (2010)
Impacts of positive and negative corporate social responsibility activities on company performance in the hospitality industry.International Journal of Hospitality Management, 29
J. Collier, R. Esteban (2007)
Corporate Social Responsibility and Employee CommitmentCorporate Law: Corporate & Financial Law: Interdisciplinary Approaches eJournal
D. Rondinelli (2003)
Transnational Corporations: International Citizens or New Sovereigns?Business Strategy Review, 14
M. Branco, L. Rodrigues (2006)
Corporate Social Responsibility and Resource-Based PerspectivesJournal of Business Ethics, 69
N. O’Connor, T. Baum (2008)
An investigation into the tourism and hospitality scholarly activity currently being undertaken in Irish higher education institutionsJournal of Hospitality Leisure Sport & Tourism Education, 7
Purpose – The purpose of this paper is to explore the reaction of customer facing staff and their attitude to the introduction of high profile corporate social responsibility (CSR) programmes; in particular their level of awareness and willingness to implement them. Design/methodology/approach – Conducted using a series of site visits and interviews with managers working within the licensed trade, this was followed up with structured interviews of “front line” staff. Findings – Despite high levels of awareness of both the social problems relating to alcohol consumption and the legislative changes, engagement with operational CSR was limited and often disinterested. Legal and societal expectations regarding drunkenness are of little concern. Research limitations/implications – This paper is concerned with nascent legislation, the full impact and success of which has not yet emerged. Reviewing this study in five years would add to the strength of the results. Limited to Scotland due to its devolved licensing laws, however, it clearly highlights lack of employee engagement with CSR. Practical implications – Despite placing CSR issues at the forefront of day to day operations within the licensed trade there is little empirical evidence around customer facing staff engagement. CSR is a dynamic process that relies on the involvement of employees for its successful implementation. Originality/value – A new CSR implementation matrix is presented which allows hospitality businesses to be positioned according to levels of both management and employee engagement with CSR policies.
International Journal of Contemporary Hospitality Management – Emerald Publishing
Published: Feb 4, 2014
Keywords: Engagement; Corporate social responsibility; Alcoholic drinks; Employees attitudes
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.