Innovative corporate social responsibility: the founder's role in creating a trustworthy corporate brand through “green innovation”
| Published date | 21 September 2010 |
| Pages | 440-451 |
| Date | 21 September 2010 |
| DOI | https://doi.org/10.1108/10610421011085758 |
| Author | Tore Hillestad,Chunyan Xie,Sven A. Haugland |
| Subject Matter | Marketing |
Innovative corporate social responsibility:
the founder’s role in creating a trustworthy
corporate brand through “green innovation”
Tore Hillestad
Department of Strategy and Management, Norwegian School of Economics and Business Administration, Bergen, Norway
Chunyan Xie
Department of Technical, Economic and Maritime Studies, Stord/Haugesund University College, Haugesund, Norway, and
Sven A. Haugland
Department of Strategy and Management, Norwegian School of Economics and Business Administration, Bergen, Norway
Abstract
Purpose – The purpose of this study is to develop new knowledge on corporate branding from a corporate social responsibility (CSR) perspective. The
paper is particularly concerned with how environmental awareness can function as a specific CSR activity, and how environmental awareness can
impact corporate brand. The paper also investigates the role of personal leadership, both within the company and externally, in developing an
environmentally responsible company.
Design/methodology/approach – The paper uses an explorative research method and studies one company within the Norwegian offshore oil and
gas industry. The analysis is based on qualitative interview data.
Findings – The study shows how the founder’s role as “cultural architect” has a positive impact on how external constituents assess the image of the
company, especially with regard to the company’s innovations and its awareness of environmental issues, in two ways: first, it shapes, coordinates,
energizes and leverages employees’ attitudes and behaviors in relation to environmental issues; second, it thereby enforces a positive external
reputation for the company, especially as a “green innovator”.
Research limitations/implications – The findings are induced from a case study of one company in a particular industry. The results may therefore
not be applicable or generalizable to other companies or other industries.
Practical implications – The study suggests that companies may gain reputational advantages and differentiation in integrating corporate social
responsibility and environmental awareness as a core element of their business strategy.
Originality/value – The paper contributes to the corporate branding literature by exploring the role of CSR, and in particular concern for
environmental issues and personal leadership, in building corporate reputation and developing a strong corporate brand.
Keywords Corporate branding, Social responsibility, Environmental management, Innovation, Organizational culture
Paper type Research paper
An executive summary for managers and executive
readers can be found at the end of this article.
1. Introduction
Lately, there has been an increased focus on corporate
branding and organizational identity as potential sources of
sustained competitive advantage (Olins, 2000, 2003; Aaker,
2004; Hatch and Schultz, 2001). This is mainly rooted in the
developing literature within marketing and organizational
theory known as the “second wave of corporate branding”.
This perspective emphasizes that the organization itself,
rather than the products and services offered by the company,
represents the main locus of differentiation and competitive
advantage (Schultz et al., 2005). A key concern in building a
strong corporate brand appears in the alignment of an
organization’s strategy, culture and reputation (Hatch and
Schultz, 2001). Furthermore, organizations can benefit from
employees internalizing core corporate values (Karmark,
2005). In this process, leaders – and founders in par ticular –
play important roles in shaping and crafting organizational
culture (Schein, 1983, 1990; Quick, 1992). This can nurture
the organization to perform according to its ethical standards
and ambitions, and achieve trustworthiness in its strategic
efforts and communicated visions and values, thereby
impacting the company’s reputation, especially as regards
corporate social responsibility (CSR).
According to recent literature on corporate branding,
strategy and CSR, there are several reasons why companies
can benefit from acting in socially responsible and
environmentally aware ways. By doing so, companies can
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1061-0421.htm
Journal of Product & Brand Management
19/6 (2010) 440–451
qEmerald Group Publishing Limited [ISSN 1061-0421]
[DOI 10.1108/10610421011085758]
The authors thank Karoline Aasgaard for help and assistance in data
collection and data preparation. The study received financial support from
the Research Council of Norway.
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