1. A Trigger for Change? Explaining the Behavior of Companies in CSR-PPPs.
- Subjects
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ASSOCIATIONS, institutions, etc. , *SOCIOLOGY , *SOCIAL sciences , *POLITICAL science , *PUBLIC administration - Abstract
The paper sets out to present a (rationalist) theoretical model, which predicts and explains behavioral changes that different institutional designs of CSR-PPPs in weak states cause on participating companies. It asks: Which institutional design of CSR-PPPs causes what behav-ioral changes on participating companies? The model focuses on three independent variables: Institutional design of CSR-PPPs, the pre-ference structure of companies that participate in CSR-PPPs, and the strategic environment (consisting of competitors, NGOs and business associations; their preferences and action al-ternatives) within which companies make decisions. A set of hypotheses is generated â" each focusing on the effects of one variable while the other two are held constant â", which define minimum requirements for, as well as conditions for more and less, behavioral changes of participating companies. To illustrate how constellations of these variables translate into hy-potheses, consider:H1: If companies face a cooperative collective action problem with respect to CSR-policies, a necessary condition for the institutional design of a CSR-PPP for behavioral change is â" in case that no other relevant actors like NGOs and business associations are present â" that it entails CSR-standards which are formulated with high degrees of precision and obligation and that it employs monitoring and sanctioning mechanisms.H2: If participating companies can achieve competitive advantages through a CSR-policy (e.g. in certain cases of HIV-treatment programs), CSR-PPPs need to offer "legitimate" benchmarks or managerial support (e.g. management systems) to have an impact.The applicability of the model will be demonstrated by illustrating examples. ..PAT.-Unpublished Manuscript [ABSTRACT FROM AUTHOR]
- Published
- 2008