PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
2022 | z. 162 Contemporary Management | 391--416
Tytuł artykułu

Risk Assessment of Unfavorable Interorganizational Relationships in CSR Projects Considering the Logistic Aspects

Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Purpose: The aim of this paper is to present a new model for risk assessment of unfavorable interorganizational relationships, among other things, in ventures classified as corporate social responsibility (CSR) projects. Design/methodology/approach: Scenario analysis, brainstorm sessions, literature study and own observations of interorganizational projects were used to develop a list of unwanted events and factors determining their occurrence. In the proposed risk assessment model, fault tree analysis and fuzzy logic were applied for qualitative and quantitative risk analysis. Thanks to applying the elements of fuzzy sets theory, it was possible to decrease the uncertainty and lack of precision in obtaining crisp values of the basic events' probability. Findings: In this work 13 basic events and 41 risk factors determining occurrence of unfavorable interorganizational relationships in ventures were identified and described. The proposed model enabled to carry out qualitative and quantitative risk assessment of unfavorable interorganizational relationships projects. Its practical application was shown in an example of interorganizational CSR project concerning the organization of a mass event, considering its logistics aspects. Research limitations/implications: It is necessary to involve experts in risk assessment. This could be overcome by applying machine learning in future research. Practical implications: The application of the proposed model allows to effectively identify the critical risks, which should be of particular attention during the risk treatment stage. It aims to give a helping hand to all managers and practitioners who want to deliver attainable and successful interorganizational projects, supporting meeting the expectation of the engaged stakeholders. Social implications: Socially responsible activities contribute to solving and counteracting social problems. Originality/value: A novel risk assessment model of unfavorable interorganizational relationships in which 13 basic events and 41 risk determinants were considered. The model was presented at ventures classified as Corporate Social Responsibility projects.(original abstract)
Twórcy
  • Kielce University of Technology
  • Kielce University of Technology
  • Fundacja Edukacji i Dialogu Społecznego PRO CIVIS
Bibliografia
  • 1. Abdelgawad, M., Fayek, A.R. (2011). Fuzzy reliability analyzer: quantitative assessment of risk events in the construction industry using fuzzy fault-tree analysis. Journal of Construction Engineering and Management, Vol. 137, No. 4, pp. 294-302.
  • 2. Alawamleh, M., Popplewell, K. (2011). Interpretive structural modelling of risk sources in a virtual organisation. International Journal of Production Research, Vol. 49, No. 20, pp. 6041-6063, doi: 10.1080/00207543.2010.519735.
  • 3. Albuquerque, R., Koskinen, Y., Zhang, Ch. (2019). Corporate Social Responsibility and Firm Risk: Theory and Empirical Evidence. Management Science, Vol. 65, No. 10, pp. 4451-4469, doi: 10.1287/mnsc.2018.3043.
  • 4. Aulakh, P.S., Kotabe, M., Sahay, A. (1996). Trust and performance in cross-border marketing partnerships: A behavioral approach. Journal of International Business Studies, Vol. 27, No. 5, pp. 1005-1032.
  • 5. Barnea, A., Rubin, A. (2010). Corporate social responsibility as a conflict between shareholders. Journal of Business Ethics, Vol. 97, No. 1, pp. 71-86, doi: 10.1007/s10551-010-0496-z.
  • 6. Botero, D.A.E. (2015). Reputational Risk and Corporate Social Responsibility: How to Make CSR Policies Attractive to Productive Corporations. Via Inveniendi Et Iudicanti, Vol. 10, No. 1, pp. 87-117,doi: 10.15332/s1909-0528.2015.0001.03.
  • 7. Bouslah, K., Kryzanowski, L., M'Zali, B. (2013). The impact of the dimensions of social performance on firm risk. Journal of Banking and Finance, Vol. 37, pp. 1258-1273, doi: 10.1016/j.jbankfin.2012.12.004.
  • 8. Bronn, P.S., Vidaver-Cohen, D. (2009). Corporate motives for social initiative: Legitymacy, sustainability or the bottomline? Journal of Business Ethics, Vol. 87, pp. 91-109, doi:10.1007/s10551-008-9795-z.
  • 9. Brundtland, G.H. (1987).Report of the World Commission on Environment and Development: Our Common Future. New York, NY, USA: UN, pp. 1-374.
  • 10. Carroll, A.B., Shabana, K.M. (2010). The business case for corporate social responsibility: A review of concepts, research and practice. International Journal of Management Reviews, Vol. 12, No. 1, pp. 85-105,doi: 10.1111/j.1468-2370.2009.00275.x.
  • 11. Chao, A.C., Hong, L. (2019). Corporate social responsibility strategy, environment and energy policy. Structural Change and Economic Dynamics, Vol. 51, pp. 311-317, doi: 10.1016/j.strueco.2018.11.010.
  • 12. Chebbi, I., Dustdar, S., Tata, S. (2006). The view-based approach to dynamic inter-organizational workflow cooperation. Data Knowledge Engineering Vol. 56, No. 2, pp. 139-173, doi: 10.1016/j.datak.2005.03.008.
  • 13. Clough-Crifasi, S. (2000). Everything's comming up Rosie. Public Relations Tactics, No. 7, p. 32.
  • 14. Czakon, W., Klimas, P. (2017). Klimat współpracy międzyorganizacyjnej w diadach i sieciach sektora turystyki. Handel Wewnętrzny, Vol. 3, No. 368, pp. 53-65.
  • 15. Dangelico, R.M., Pontrandolfo, P. (2015). Being "green and competitive": The impact of environmental actions and collaborations on firm performance. Business Strategy and the Environment, Vol. 24, No. 6, pp. 413-430, doi: 10.1002/bse.1828.
  • 16. Doh, J.P., Guay, T.R. (2006). Corporate social responsibility, public policy, and NGO activism in Europe and the United States: An institutional-stakeholder perspective. Journal of Management Studies, Vol. 43, No. 1, pp.47-73. doi: 10.1111/j.1467-6486.2006.00582.x.
  • 17. Ellonen, R., Blomqvist, K., Puumalainen, K. (2008). The role of trust in organisational innovativeness, European Journal of Innovation Management, Vol. 11, No. 2, pp. 160-181, doi: 10.1108/14601060810869848.
  • 18. Escher, I., Brzustewicz, P. (2020). Inter-Organizational Collaboration on ProjectsSupporting Sustainable Development Goals: The Company Perspective. Sustainability, Vol.12, No. 12, pp. 1-26, doi:10.3390/su12124969.
  • 19. Fang, Y., Rasel, M.A.K., Richmond, P.C. (2020). Consequence risk analysis using operating procedure event trees and dynamic simulation. Journal of Loss Prevention in the Process Industries, Vol. 67, pp. 1-9, doi:10.1016/j.jlp.2020.104235.
  • 20. Farah, T., Li, J., Li, Z., Shamsuddin, A. (2021). The non-linear effect of CSR on firms' systematic risk: International evidence. Journal of International Financial Markets, Institutions & Money, Vol. 71, pp. 1-21, doi: 10.1016/j.intfin.2021.101288.
  • 21. Fernández-Gago, R., Cabeza-García, L., Godos-Díez, J.L. (2020). How significant is corporate social responsibility to business research? Corporate Social Responsibility Environmental Management, Vol. 27, No 4, pp. 1809-1817, doi: 10.1002/csr.1927.
  • 22. Fornes, G., Lopez, B., Haan, M.B., Blanch, J. (2019). Best practice example of CSR and S&E engagement in emerging economies: analysis of a case study based in China. Journal Asia Business Study, Vol. 13, No. 1, pp. 133-154, doi: 10.1108/JABS-08-2017-0120.
  • 23. Frederiksen, T. (2018). Corporate social responsibility, risk and development in the mining industry. Resources policy, Vol. 59, pp. 495-505, doi: 10.1016/j.resourpol.2018.09.004.
  • 24. Gachlou, M., Roozbahani, A., Banihabib, M.E. (2019). Comprehensive risk assessment of river basins using Fault Tree Analysis. Journal of Hydrology, Vol. 577, pp. 1-10, doi:10.1016/j.jhydrol.2019.123974.
  • 25. Gligor-Cimpoieru, D.C., Munteanu, V.P., Nițu-Antonie, R.D., Schneider, A., Preda, G. (2017). Perceptions of future employees toward CSR environmental practices in tourism. Sustainability, Vol. 9, No. 9, pp. 1-14,doi: 10.3390/su9091631.
  • 26. Glinska-Newes, A., Escher, I., Brzustewicz, P., Szostek, D., Petrykowska, J. (2018). Relationship-focused ordeal-focused? Building interpersonal bonds within B2B relationships. Baltic Journal of Management, Vol. 13, No. 4, pp. 508-527.
  • 27. Goffi, G., Masiero, L., Pencarelli, T. (2018). Rethinking sustainability in the tour-operating industry: worldwide survey of current attitudes and behaviors. Journal of Cleaner Production, Vol. 183, pp. 172-182. DOI: 10.1016/j.jclepro.2018.02.029.
  • 28. Gulati, R. (1998). Alliances and networks. Strategic Management Journal, Vol. 19, No. 4, pp. 293-317. doi: 10.1002/(SICI)1097-0266(199804)19:4<293::AID-SMJ982>3.0.CO;2-M.
  • 29. Hagedoorn, J. (2002). Inter-firm R&D partnerships: An overview of major trends and patterns since 1960. Research Policy, Vol. 31, No. 4, pp. 477-492, doi: 10.1016/S0048-7333(01)00120-2.
  • 30. Hegde, J., Rokseth, B. (2020). Applications of machine learning methods for engineering risk assessment -A review. Safety Science, vol. 122, 104492, pp. 1-16.
  • 31. Hsu, F.J., Chen, Y.-C. (2015). Is a firm's financial risk associated with corporate social responsibility? Management Decision, Vol. 53, No. 9, pp. 2175-2199. doi: 10.1108/MD-02-2015-0047.
  • 32. Husted, B.W. (2005). Risk management, real options and corporate social responsibility. Journal of Business Ethics, Vol. 60, pp. 175-183, doi: 10.1007/s10551-005-3777-1.
  • 33. ISO (International Organization for Standarization) 31000:2018. Risk management- Guidelines.
  • 34. Jamali, D., Keshishian, T. (2009). Uneasy alliances: Lessons learned from partnerships between businesses and NGOs in the context of CSR. Journal of Business Ethics, Vol. 84, No. 2, pp. 277-295, doi: 0.1007/s10551-008-9708-1.
  • 35. Jelodar, M.B., Yiu, T.W., Wilkinson, S. (2016). A conceptualisation of relationship quality in construction procurement. International Journal of Project Management, Vol. 34, No. 6, pp. 997-1011, doi: 10.1016/j.ijproman.2016.03.005.
  • 36. Jensen, M.C., Meckling, W.H. (1976). Theory of the firm: managerial behavior, agency costs and ownership structure. Journal of Financial Economics, Vol. 3, No. 4, pp. 305-360, doi: 10.1016/0304-405X(76)90026-X.
  • 37. Jo, H., Na, H. (2012). Does CSR reduce firm risk? Evidence from controversial industry sectors. Journal of Business Ethics, Vol. 110, No. 4, pp. 441-456,doi:10.1007/s10551-012-1492-2.
  • 38. Kang, H.H., Liu, S.B. (2014). Corporate social responsibility and corporate performance: a quantile regression approach. Quality and Quantity, Vol. 48, pp. 3311-3325, doi: 10.1007/s11135-013-9958-6.
  • 39. Kiessling, T., Isaksson, L., Yasar, B. (2016). Market orientation and CSR: Performance implications. Journal of Business Ethics, Vol. 137, pp. 269-284, doi: 10.1007/s10551-015-2555-y.
  • 40. Kim, J.W. (2010). Assessing the long-term financial performance of ethical companies. Journal of Targeting, Measurement and Analysis for Marketing, Vol. 18, pp. 199-208, doi: 10.1057/jt.2010.8.
  • 41. Kim, S., Lee, G., Kang, H.G. (2020). Risk management and corporate social responsibility. Strategic Management Journal, Vol. 42, No. 1, pp. 202-230, doi: 10.1002/smj.3224.
  • 42. Kong, Y., Antwi-Adjei, A., Bawuah, J. (2020).A systematic review of the business case for corporate social responsibility and firm performance. Corporate Social Responsibility Environmental Management, Vol. 27, No. 2, pp. 444-454,doi:10.1002/csr.1838.
  • 43. Kordasachia, O. (2021). A risk management perspective on CSR and the marginal cost of debt: empirical evidence from Europe. Review of Managerial Science, Vol. 15, No. 6, pp. 1-33, doi: 0.1007/s11846-020-00392-2.
  • 44. Krechowicz (née Gierczak), M. (2021) The hybrid Fuzzy Fault and Event Tree analysis in the geotechnical risk management in HDD projects. Georisk: Assessment and Management of Risk for Engineered Systems and Geohazards, Vol. 15, No. 1, pp. 12-26, doi: 10.1080/17499518.2020.1723646.
  • 45. Krechowicz, M. (2017). Effective Risk Management in Innovative Projects: A Case Study of the Construction of Energy efficient, Sustainable Building of the Laboratory of Intelligent Building in Cracow. IOP Conference Series: Material Science and Engineering, Vol. 245, pp. 1-11, doi: 10.1088/1757-899X/245/6/062006.
  • 46. Krechowicz, M. (2017). Risk Management in Complex Construction Projects that Apply Renewable Energy Sources: A Case Study of the Realization Phase of the EnergisEducational and Research Intelligent Building. IOP Conference Series: Material Science and Engineering, Vol. 245, pp. 1- 10, doi: 10.1088/1757-899X/245/6/062007.
  • 47. Krechowicz, M. (2020). Comprehensive Risk Management in Horizontal Directional Drilling Projects. Journal of Construction Engineering and Management, Vol. 146, No. 5, pp. 1-11.
  • 48. Krechowicz, M. (2022). Towards Sustainable Project Management: Evaluation of Relationship-Specific Risks and Risk Determinants Threatening to Achieve the Intended Benefit of Interorganizational Cooperation in Engineering Projects. Sustainability, Vol. 14, pp. 1-24, doi: 10.3390/su14052961.
  • 49. Krechowicz, M., Krechowicz, A. (2021). Risk Assessment in Energy Infrastructure Installations by Horizontal Directional Drilling Using Machine Learning. Energies, Vol. 14, No. 2, 289, pp. 1-28, https://doi.org/10.3390/en14020289.
  • 50. Krechowicz, M., Gierulski, W., Loneragan, S., Kruse, H. (2021). Human and equipment risk factors evaluation in Horizontal Directional, Drilling technology using Failure Mode and Effects Analysis. Management and Production Engineering Review, Vol. 2, pp. 1-12.
  • 51. Krechowicz, M., Kiliańska, K. (2021). Risk and Opportunity Assessment Model for CSR Initiatives in the Face of Coronavirus. Sustainability, Vol. 13, pp. 1-23, doi: 10.3390/su13116177.
  • 52. Księżak, P. (2016). The Benefits from CSR for a Company and Society. Journal of Corporate Responsibility and Leadership, Vol. 3, No. 4, pp. 1-14, doi: 10.12775/JCRL.2016.023.
  • 53. Lace, N. (2018). The open innovation model of coaching interaction in organizations for sustainable performance within the life cycle. Sustainability, 10, pp. 1-17, doi: 10.3390/su10103516.
  • 54. Lange, D.E., Armanios, D., Delgado-Ceballos, J., Shandhu, S. (2016). From foe to friend: Complex mutual adaptation of multinational corporations and nongovernmental organizations. Business & Society, Vol. 55, No. 8, pp. 1197-1228, doi: 10.1177/0007650314568537.
  • 55. Lee, H., Lee, S.H. (2019). The Impact of Corporate Social Responsibility on Long-Term Relationships in the Business-to-Business Market. Sustainability, Vol. 11, No. 19, pp. 1-12, doi: 10.3390/su11195377.
  • 56. Lewis, M., Brandon-Jones, A., Slack, N., Howard, M. (2010). Competing through operations and supply: the role of classic and extended resource-based advantage. International Journal of Operations & Production Management, Vol. 30, No. 10, pp. 1032-1058, doi: 10.1108/01443571011082517.
  • 57. Luo, X., Bhattacharya, C.B. (2009). The debate over doing good: Corporate social performance, strategic marketing levers, and firm-idiosyncratic risk. Journal of Marketing, Vol. 73, pp. 198-213, doi: 10.1509/jmkg.73.6.198.
  • 58. Marakova, V., Lament, M., Wolak-Tuzimek, A. (2015). Reporting standards in socially responsible enterprises. Економічнийчасопис-ХХІ, Vol. 9, No. 10, pp. 56-59, doi: 10.7441/joc.2021.01.07.
  • 59. McGuire, J.B., Sundgren, A., Schneeweis, T. (1988). Corporate social responsibility and firm financial performance. Academy of Management Journal, Vol. 31, No. 4, pp. 854-872, doi: 10.5465/256342.
  • 60. McWilliams, A., Siegel, D. (2001). Corporate social responsibility: A theory of the firm perspective. The Academy of Management Review, Vol. 26, No. 1, pp. 117-127, doi:10.2307/259398.
  • 61. Medlin, Ch.J. (2006). Self and collective interest in business relationships. Journal of Business Research, Vol. 59, No. 7, pp. 858-865, doi: 10.1016/j.jbusres.2006.01.020.
  • 62. Min, S., Mentzer, J.T., Ladd, R.T. (2007). A market orientation in supply chain management. Journal of the Academy of Marketing Science, Vol. 35, No. 4, pp. 507-522, doi: 10.1007/s11747-007-0020-x.
  • 63. Minor, D., Morgan, J. (2011). CSR as reputation insurance: Primum non nocere. California Management Review, Vol. 53, No. 3, pp. 40-59, doi: 10.1525/cmr.2011.53.3.40.
  • 64. Mio, C., Fasan, M., Marcon, C., Panfilo, S. (2020). The predictive ability of legitimacy and agency theory after the implementation of the EU directive on non-financial information. Corporate Social Responsibility and Environmental Management, Vol. 27, pp. 2465-2476, doi: 10.1002/csr.1968.
  • 65. Mishra, S., Modi, S.B. (2013). Positive and negative corporate social responsibility, financial leverage, and idiosyncratic risk. Journal of Business Ethics, Vol. 117, No. 2, pp. 431-448, doi: 10.1007/s10551-012-1526-9.
  • 66. Muñoz-Torres, M.J., Fernández-Izquierdo, M.Á., Rivera-Lirio, J.M., Escrig-Olmedo, E. (2018). Can environmental, social, and governance rating agencies favor business models that promote a more sustainable development? Corporate Social Responsibility and Environmental Management, Vol. 26, pp. 439-452, doi:10.1002/csr.1695.
  • 67. Murè, P., Spallone, M., Mango, F., Marzioni, S., Bittucci, L. (2020). ESG and reputation: The case of sanctioned Italian banks. Corporate Social Responsibility and Environmental Management, Vol. 28, pp. 1-13, doi: 10.1002/csr.2047.
  • 68. NASA (2002). Fault tree handbook with aerospace applications. NASA Office of Safety and Mission Assurance, NASA Headquarters, Washington, p. 205.
  • 69. Nguyen, P., Nguyen, A. (2015). The effect of corporate social responsibility on firm risk. Social Responsibility Journal, Vol. 11, No. 2 , pp. 324-339, doi: 10.1108/srj-08-2013-0093.
  • 70. Nyaga, G.N., Whipple, J.M., Lynch, D.F. (2010). Examining supply chain relationships: do buyer and supplier perspectives on collaborative relationships differ? Journal of Operations Management, Vol. 28, No. 2, pp. 101-114, doi: 10.1016/J.JOM.2009.07.005.
  • 71. Peloza, J. (2006). Using Corporate Social Responsibility as Insurance for Financial Performance. California Management Review, Vol. 48, No. 2, pp. 52-72, doi: 10.2307/41166338.
  • 72. Phillips, N., Lawrence, T.B., Hardy, C. (2000). Inter-Organizational Collaboration and the Dynamics of Institutional Fields. Journal of Management Studies, Vol. 37, No. 1, pp. 23-43. doi: 10.1111/1467-6486.00171.
  • 73. Płaczek, E., Jaroszyński, J. (2012). Rola logistyki w organizowaniu imprez masowych. Logistyka, Vol. 2, pp. 965-970.
  • 74. PN-EN 61025:2007. Analiza drzewa niezdatności (FTA), 2007, pp. 41-42.
  • 75. Porter, M., Kramer, M. (2006). The link between competitive advantage and corporate social responsibility. Harvard Business Review, Vol. 84, pp. 78-92.
  • 76. Pouwels, I. Koster, F. (2017). Inter-organizational cooperation and organizational innovativeness. Acomparative study. International Journal of Innovation Science, Vol. 9, No. 2, pp. 184-204, doi: 10.1108/IJIS-01-2017-000.
  • 77. PricewaterhouseCoopers, Managing the risks and rewards of collaboration, p. 3. https://www.pwc.com/gx/en/technology/pdf/collaboration-appendix.pdf, 15.02.2022.
  • 78. Pupovac, S., Moeman, L. (2017). Hybrid accounts: Shell's letter to Mr. and Mrs. shareholder. Accounting, Auditing and Accountability Journal, Vol. 30, No. 5, pp. 1184-1201, doi:10.1108/AAAJ-05-2015-2068.
  • 79. Rak, J., Tchórzewska-Cieślak, B. (2006). Five-parametric matrix to estimate the risk connected with water supply system operation. Environment Protection Engineering, Vol. 32, No. 2, pp. 38-46.
  • 80. Rehman, Z., Khan, A., Rahman, A. (2020). Corporate social responsibility's influence on firm risk and firm performance: The mediating role of firm reputation. Corporate Social Responsibility and Environmental Management, Vol. 27, pp. 1-15, doi:10.1002/csr.2018.
  • 81. Rydlewski, G. (2004), O skutecznym działaniu w polityce. Warszawa: Wydawnictwo Elipsa.
  • 82. Schermerhorn, J.R. (1975). Determinants of interorganizational cooperation. Academy of Management Journal, Vol. 18, pp. 846-856, doi: 10.2307/255382.
  • 83. Sheehy, B. (2015). Defining CSR: Problems and solutions. Journal of Business Ethics, Vol. 131, No. 3, pp. 625-648, doi:10.1007/s10551-014-2281-x.
  • 84. Shoar, S., Nasirzadeh, F., Zarandi, H.R. (2019). Quantitative assessment of risks on construction projects using fault tree analysis with hybrid uncertainties. Construction Innovation, pp. 1-33, doi:10.1108/CI-07-2018-0057, 48-70.
  • 85. Skorupka, D., Kuchta, D. (2016). Using fuzzy numbers for construction projects monitoring and control. Proc., AIP Conference Proceedings, 1738, 200009; doi:10.1063/1.4951981, pp. 1-4.
  • 86. Xu, L., Beamon, B.M. (2006), Supply chain coordination and cooperation mechanisms: An attribute-based approach. Journal of Supply Chain Management, Vol. 42, pp. 4-12, doi: 10.1111/j.1745-493X.2006.04201002.x.
  • 87. Yu, S.H., Chen, M.Y. (2013). Performance impacts of interorganizational cooperation: atransaction cost perspective. The Service Industries Journal, Vol. 33, No. 13/14, pp. 1223-1241, doi: 10.1080/02642069.2013.815729.
  • 88. Zadeh, L.A. (1965). Fuzzy sets. Information and control, 8(3), pp. 338-353.
  • 89. Zinenko, A., Rovira, M.R., Montiel, I. (2015). The fit of the social responsibility standard ISO 26000 within other CSR instruments: Redundant or complementary. Sustainability Accounting, Management and Policy Journal, Vol. 6, No. 4, pp. 498-526, doi: 10.1108/SAMPJ-05-2014-0032.
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171663076

Zgłoszenie zostało wysłane

Zgłoszenie zostało wysłane

Musisz być zalogowany aby pisać komentarze.
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.