The change in political leadership in the UK in 2010 has created financial uncertainty and instability for many third sector organisations. In a shifting funding landscape, it is clear that an over-reliance on Government funding is a risky strategy and that there is a need to diversify and seek out alternative sources of revenue. This article considers the impact of political change on the financial sustainability of community sports trusts associated with Premier League and Football League clubs in England. It explores sources of revenue through the analysis of financial statements, revealing that on average community sports trusts receive a significant proportion of income from grant funding whilst sponsorship income is relatively small. The article goes on to discuss the potential for community sports trusts to diversify revenue streams by developing social partnerships that address the corporate social responsibility (CSR) agendas of commercial organisations. It illustrates that although commercial sponsorship can provide benefits including the provision of additional funding that can enable financial stability, key issues include the balance of power, the impact on organisational flexibility, whether there is a need to restructure, and the development of long-term partnerships. Although the findings from this article are focused on a particular type of charity, given the importance of CSR partnership income for the charities sector they may also have broader implications for other charitable organisations.

Drawing on attribution theory and expectancy violations theory, this paper examines the relevance of Corporate Social Responsibility (CSR) in the nonprofit domain. For this task, an analysis of the effects of positive and negative CSR performance on perceived trustworthiness was conducted for nonprofit and for for-profit organizations. The findings of a survey-based experiment indicate that in the nonprofit domain, positive CSR performance does not significantly affect trustworthiness, whereas negative CSR performance significantly destroys trustworthiness. Since negative CSR performance is the result of irresponsible behavior, the study’s findings suggest that CSR in the nonprofit domain should be centered on “avoiding bad.”

Growth in businesses affects economic development. Over the last decade, the people looking for business opportunities, either establishing an enterprise or contracting franchise business, are also found impressed by corporate social responsibility (CSR) and voluntarism. This paper is aimed to critically analyze the literature on international entrepreneurship and franchising. Based on the analysis, this paper develops propositions related to differences and similarities between the two concepts. It uses the exploratory method to compare the entrepreneurship and franchising, across the national borders. Taking the international view, an association in the approaches can be benefited from this paper which highlights the key areas that can be useful for investment decisions of prospective investors. Theoretically, this paper contributes to strengthening the need to consider the tradeoff between inputs and outputs of both ways of investments and conceptualize innovative entrepreneurship with a CSR perspective.

Observers have noted that organizations in all sectors, whether business, nonprofit, or government, have been moving toward rationalized structures that presuppose and express empowered organizational actorhood. We draw upon neo-institutional theory in this paper to extend the argument: The arrival of organizational actorhood has precipitated a concomitant, cross-sectoral movement toward organizational social responsibility. Whereas existing research has tended to theorize the social responsibilities of businesses, we develop a pyramid conceptual schema to array the social responsibilities of nonprofits. We then document the coevolution of organizational actorhood and responsibility across both sectors with a metastudy of nearly 200 extant surveys. We chart the institutionalization of a slate of formal structures that express organizational actorhood (i.e., mission statements, vision statements, and strategic plans) and that profess and define organizational social responsibilities (i.e., core values, ethics codes, and responsibility communications). We close with implications and future directions for organizational studies and research on corporate social responsibility.

Increasingly, traditional notions of philanthropy are colonized by a market discourse that promotes consumption as an effective way to solve social ills, resulting in what scholars have termed “marketized philanthropy.” This paper examines the implications of marketized philanthropy through a discourse analysis of the (PRODUCT) RED campaign benefiting the Global Fund to fight HIV/AIDS, malaria, and tuberculosis in Africa through consumption of (RED)-branded products. This paper explores the implications of a business-oriented model of philanthropy for bringing about social change, the repercussions of campaigns like (RED) that explicitly shed the label of philanthropy; and how they impact political engagement.

Effective programmes introduced by NGOs in developing countries have the potential to benefit a large number of people if they are scaled up, but instances of successful scaling-up are relatively rare. This paper uses a case study of an Indian educational NGO that has scaled up rapidly and effectively in order to explore the reasons for choice of scaling-up strategy, the particular barriers to scaling-up in the education sector, and how these barriers can be overcome. It finds that, while a high-functioning NGO can successfully overcome many of the internal organisational challenges posed by scaling-up, external barriers such as the difficulty of building relationships with key stakeholders like government officials and school teachers pose significant challenges. While these difficulties could in principle be mitigated by moving from an expansion-based to collaboration-based model of scaling-up, low accountability and governance of the NGO sector make it difficult to detect the quality of potential partners. The case also shows that India’s recent law mandating CSR has increased funding availability for scaling-up, but its requirement for corporate donors to preferentially support local projects has also created some challenges by constraining NGO ability to harness economies of scale during scaling.

In contemporary societies an increasing number of social needs have to be financed by market activities. In this regard, scholars started to discuss whether ‘Social Innovation’, ‘Social Entrepreneurship’, ‘CSR’, ‘Social Enterprise’, ‘Enterprising Nonprofits’, and ‘Social Business’ are able to provide solutions for financially sustainable social services. Just how these so-called Hybrid Organizations balance the tension between social and economic issues still requires conceptualization. This paper introduces the following definition based on the literature on organizational identity, civil society, and marketized nonprofits: Hybrids are characterized by an organizational identity that systematically integrates civil society and markets, exchange communal solidarity for financial and non-financial resources, calculate the market value of communal solidarity, and trade this solidarity for financial and nonfinancial resources. In other words they “Create Functional Solidarity”. Criteria to empirically observe Hybrid Organizations are also introduced and compared to similar concepts. The paper concludes with an outline of a research agenda.

How does a CEO’s early-life poverty trauma exposure affect a firm’s involvement in poverty alleviation and the prioritization between generic and strategic involvement? We find that CEOs with such exposure are more likely to engage in both types of poverty alleviation initiatives. We further examine the asymmetry effect and find that these CEOs will prioritize strategic over generic involvement in poverty alleviation. We also conduct a post hoc analysis to test the mediating effect of emphasis on resource efficiency on the relationship between CEOs’ early-life exposure to poverty trauma and the relative emphasis on strategic over generic involvement in poverty alleviation. Using a sample of Chinese publicly listed firms from 2016 to 2021, we find strong support for our predictions. Our study contributes to the literature on CEOs’ early-life experiences and corporate poverty alleviation engagement.

As corporations increasingly embrace ethical commitments and prioritize corporate social responsibility (CSR), commentators have begun to speak of a shift toward “moral capitalism.” This shift has revived debates about the compatibility of CSR with economic efficiency and the role of markets in promoting social change. We find the economic concern misplaced: moral capitalism efficiently responds to a growing demand for CSR from all stakeholders, including shareholders. Yet the same market mechanisms that make modern CSR profitable raise political objections worth considering. Major shareholders can now leverage their disproportionate economic power to use corporations as vehicles for forcing unilateral resolutions of societal issues, bypassing and undermining formal democratic processes. Beyond this, there is a broader risk to social cohesion: when markets become arenas for adjudicating rather than sidestepping moral and political disagreements, they reinforce exchanges among “friends” (those with shared preferences) while deepening divisions with “foes.” This may import polarization into market life, with spillover effects on society at large. Taken together, these concerns raise the question of whether moral capitalism may threaten the very democratic moral sensibility it claims to uphold.

Social entrepreneurs face a dilemma. When making decisions about corporate giving, should they prioritize groups with whom they share some historical, national, or emotional tie or should they maximize the overall effectiveness of their contributions? According to a thesis I call “associationist priority,” the moral reasons to favor stakeholders with whom the entrepreneur shares an associative relationship trump the reasons to promote the impartial good. An important component of the argument for associationist priority is the premise that some nonvoluntary associations, including those between corporations and members of their communities, create special moral obligations. This essay argues against associationist priority by way of denying nonvoluntary associative obligations generally. This expands the moral discretion corporate social entrepreneurs enjoy both in how they give and to whom they give.

Why do companies sometimes lobby legislators directly and sometimes act predominantly through business associations? Although economic factors, such as size and profitability, are well-known determinants of companies’ decision to lobby, they alone cannot explain the choice in lobbying strategies. This paper provides an explanation for why companies sometimes choose to lobby collectively: reputation. When firms want to lobby in favor of a publicly unpopular position, channeling their efforts through business associations can help them shield themselves from reputational consequences. To test this theory, this paper provides evidence from firms’ lobbying on climate change. Combining climate-friendliness ratings of corporate lobbying with an original survey experiment, it demonstrates the existence of reputational costs from lobbying alone and shows that lobbying through business associations helps firms avoid such costs. For the study of lobbying positions, these results imply important systematic differences in the positions firms take alone and collectively.

The UK’s Health and Care Act (2022; paused until 2025) includes a globally novel ban on paid-for online advertising of food and beverage products high in saturated fat, salt and sugar (HFSS), to address growing concerns about the scale of digital marketing and its impact in particular on children’s food and beverage preferences, purchases and consumption. This study aimed to understand the potential impact of the novel ban (as proposed in 2020) on specified forms of online HFSS advertising, through the lens of interdisciplinary expertise. We conducted semi-structured interviews via videoconference with eight purposively selected UK and global digital marketing, food and privacy experts. We identified deductive and inductive themes addressing the policy’s scope, design, implementation, monitoring and enforcement through iterative, consensual thematic analyses. Experts felt this novel ‘breakthrough’ policy has potential to substantially impact global marketing by establishing the principle of no HFSS advertising online to consumers of all ages, but they also identified substantive limitations that could potentially render it ‘entirely ineffective’, for example, the exclusion of common forms of digital marketing, especially brand marketing and marketing integrated within entertainment content; virtual/augmented reality, and ‘advertainment’ as particularly likely spaces for rapid growth of digital food marketing; and technical digital media issues that raise significant barriers to effective monitoring and compliance. Experts recommended well-defined regulations with strong enforcement mechanisms. These findings contribute insights for effective design and implementation of global initiatives to limit online HFSS food marketing, including the need for government regulations in place of voluntary industry restrictions.

We analyze the effect of investments in corporate social responsibility (CSR) on workers’ motivation. In our experiment, a gift exchange game variant, CSR is captured by donating a certain share of a firm’s profit to charity. We are testing for CSR effects by varying the possible share of profits given to charity. Additionally, we investigate the effect of matching mission preferences, i.e., a worker preferring the same charity the firm donates to. Our results show that, on average, workers reciprocate investments in CSR with increased effort. Matching mission preferences also result in higher effort, independently of the extent of the CSR investment.