Diversification versus specialization: A new agenda for CSR
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Abstrakt
Cel niniejszego opracowania jest dwojaki. Po pierwsze, jego zadaniem jest zbadanie wielowymiarowych powiązań między strategiami dywersyfikacji i specjalizacji organizacji a ich społeczną odpowiedzialnością (CSR). Po drugie, jego celem jest prześledzenie, w jaki sposób zróżnicowane i wyspecjalizowane strategie i działania CSR wpływają na organizacje. Systematyczny przegląd literatury, uzupełniony wyszukiwaniem publikacji metodą „śnieżnej kuli”, stanowi podstawę badań obejmujących kompleksową analizę 48 unikalnych artykułów naukowych. Ponadto badania uwzględniają również analizę porównawczą i metody opisowe. Ich wyniki rzucają światło na kluczowe powiązania między strategiami organizacyjnymi, zarówno dywersyfikacji, jak i specjalizacji, a strategiami i działaniami CSR, obejmującymi zarówno podejście heterogeniczne, jak i homogeniczne. Wyniki badań przedstawiają wpływ wdrażania społecznej odpowiedzialności w praktykach organizacyjnych, podkreślając ich złożony charakter. Wyniki obejmują szerokie spektrum zagadnień, należących do dwóch głównych kategorii: dywersyfikacji (lub heterogeniczności) i specjalizacji (lub homogeniczności), z wyraźną przewagą tego pierwszego. W zakresie ograniczeń badania należy za podkreślić, że dla celów systematycznego przeglądu literatury zastosowano wyszukiwanie ręczne, co mogło spowodować pominięcie niektórych istotnych publikacji. Pomimo dążenia do obiektywizmu, proces selekcji i interpretacji badań z natury niesie ze sobą ryzyko subiektywizmu. Niemniej jednak niniejszy artykuł porządkuje i systematyzuje wiedzę dotyczącą kluczowych powiązań pomiędzy strategiami dywersyfikacji i specjalizacji a społeczną odpowiedzialnością biznesu. Zgodnie z najlepszą wiedzą autorów, jest to pierwsze tego rodzaju opracowanie w tym obszarze.
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