Strategic Leadership theory posits that senior executives are responsible for shaping their organizations’ strategic direction. Values are central in guiding behaviour. Executives’ value systems, acting as their perceptual filter, impact executives’ information scanning, diagnostic and decision-making processes. Hence executives’ value systems play an important role in influencing organisational approaches to corporate responsibility (CR) adoption. While there is general support that values do influence CR adoption, some only provided partial support while some yielded contradictory results. These conflicting findings along with arguments from institutional theorists, cast scepticism on the importance of Strategic Leadership and the executives’ values influence on strategic decisions. Paucity of qualitative research that provide insights into the complexity of value-to-action translation processes highlights a significant research gap in understanding the importance of Strategic Leadership on CR adoption beyond normative theories. Understanding how executives’ values influence CR adoption therefore constitutes the research aim of my study with an objective to illuminate reasons behind current CR progress and to enable effort to drive needed social and environmental transformation. This research study, using in-depth semi-structured interview methods with 15 senior executive participants at mid-to-national sized Canadian companies, adopts a constructionist interpretive research paradigm to examine this values-to-action translation process through the executives’ lens.
Candice Chee Wing Chow, Henley Business School, United Kingdom
Stream: Industry, Innovation & Infrastructure
This paper is part of the IICSEEHawaii2018 Conference Proceedings (View)
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