Motivating socially responsive decision making: the operation of management controls in a socially responsive organisation

摘要: Abstract This paper contributes to the burgeoning literature on corporate social performance (CSP) by exploring internal motivators driving socially responsive decision making in an organisation that publicly promotes its commitment responsibility. The presents results of depth examination perceived influence control systems managerial decision-making. A case study a United Kingdom company consistently publishes audited external reports was undertaken. findings indicate dominant informal controls such as and self-controls instilling among managers. is shown persist despite widely tensions between formal systems, particularly light commercial difficulties experiencing around time case.