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Corporate sustainability crises involve imbalances of a company’s goal system and related actions that appear to relevant stakeholders to be one-sidedly directed at achieving economic profit at the expense of environmental or social goals. Such crises can substantially jeopardize the company’s existence unless suitable strategies of crisis management are applied. In addition to reactive measures, such strategies also include forward-looking means capable of preventing lasting crises or mitigating crisis aggravation. This paper suggests a framework for managing corporate sustainability crises with reference to the concept of Corporate Social Responsibility (CSR), focusing on general conditions and crisis phases for managing a crisis effectively and efficiently. It becomes clear that companies can successfully cope with various crisis situations through the use of active and reactive CSR when taking into account the temporal fit, content fit, stakeholder fit, and corporate fit of the measures envisaged. Several management implications for crisis resolution are derived.
Guido Grunwald; Jürgen Schwill. Corporate Sustainability Crisis Management: A Conceptual Framework. Marketing Challenges in a Turbulent Business Environment 2020, 157 -169.
AMA StyleGuido Grunwald, Jürgen Schwill. Corporate Sustainability Crisis Management: A Conceptual Framework. Marketing Challenges in a Turbulent Business Environment. 2020; ():157-169.
Chicago/Turabian StyleGuido Grunwald; Jürgen Schwill. 2020. "Corporate Sustainability Crisis Management: A Conceptual Framework." Marketing Challenges in a Turbulent Business Environment , no. : 157-169.
Participatory impact assessments are used to assess and evaluate the effects of a measure like the introduction of a new technology or a new legislation by integrating potentially affected stakeholders. As a concept of management consulting and political advice, impact assessments shall support well-balanced and lasting decisions by gathering objective data on possible effects of alternatives. As a manifest consulting function, this goal is typically openly communicated to stakeholders. Although widely neglected in theory, impact assessments are also conducted to build trust and commitment among stakeholders, to share responsibility and risk, and to legitimize and enforce decisions. Such functions which match with typical relationship marketing goals are usually implicit and therefore termed latent consulting functions. However, if latent functions are exercised one-sidedly, e.g., by withholding or distorting information, the other party will be unable to achieve his goals. In this paper the relationship between latent and manifest consulting functions of impact assessments is analyzed from a relationship marketing perspective by drawing on equity theory. It is discussed how the two functions can be balanced within the process of stakeholder integration in order to exploit the full potential of impact assessment as both an instrument of decision support and relationship marketing.
Guido Grunwald; Jürgen Schwill. Participatory Impact Assessments from a Relationship Marketing Perspective: How to Balance Latent and Manifest Consulting Functions? Developments in Marketing Science: Proceedings of the Academy of Marketing Science 2019, 195 -207.
AMA StyleGuido Grunwald, Jürgen Schwill. Participatory Impact Assessments from a Relationship Marketing Perspective: How to Balance Latent and Manifest Consulting Functions? Developments in Marketing Science: Proceedings of the Academy of Marketing Science. 2019; ():195-207.
Chicago/Turabian StyleGuido Grunwald; Jürgen Schwill. 2019. "Participatory Impact Assessments from a Relationship Marketing Perspective: How to Balance Latent and Manifest Consulting Functions?" Developments in Marketing Science: Proceedings of the Academy of Marketing Science , no. : 195-207.