Isomorphism and Corporate Social Responsibility of Companies in the Sustainability Index of BM&FBovespa

Authors

  • Daniel Cargnin da Silva Universidade do Sul de Santa Catarina
  • Graciella Martignago Universidade do Sul de Santa Catarina
  • Wlamir Gonçalves Xavier Universidade do Sul de Santa Catarina
  • Simone Sehnem Universidade do Sul de Santa Catarina

DOI:

https://doi.org/10.5585/ijsm.v17i3.2649

Keywords:

Isomorphism. Sustainability Reports. Corporate Social Responsibility.

Abstract

Objective: Our objective was to verify the existence of isomorphism within actions aimed at Corporate Social Responsibility (CSR) of companies in the Sustainability Index (ISE) of BM & FBovespa.

Method: In this qualitative research study, we completed a content analysis of sustainability reports and information from the official websites of ISE companies.

Originality / Relevance: Past studies related corporate social responsibility and isomorphism and analyzed them as the motivation and influence for the presentation of sustainability reports.  However, these studies have failed to identify whether there is isomorphism in Corporate Social Responsibility actions.

Results: When reviewing all private Brazilian companies, the financial institutions sector was the one that presented the most isomorphic processes.  We also verified that multinational companies suffer limited isomorphic pressures; additionally, no isomorphism was verified in companies that have the state as the majority partner.

Theoretical / methodological contributions: This research contributes to the study of the process of isomorphism in relation to Corporate Social Responsibility, by analyzing data divulged by the companies (verifying similarities of the adopted actions).

Downloads

Download data is not yet available.

Published

13.09.2018

How to Cite

da Silva, D. C., Martignago, G., Xavier, W. G., & Sehnem, S. (2018). Isomorphism and Corporate Social Responsibility of Companies in the Sustainability Index of BM&FBovespa. Revista Ibero-Americana De Estratégia, 17(3), 116–127. https://doi.org/10.5585/ijsm.v17i3.2649