Purpose: Critical literature review of CSR research in both general management and hospitality management literature.Discusses trends,commonalities, and inconsistencies to better understand the state of contemporary scholarship, and calls for a context-specific conceptual engagement with the phenomenon. Design/Methodology/Approach: Systematic literature review, noting and critiquing a general tendency towards measurement of financial and other internal benefit impacts. Findings: Hospitality management is well-positioned to evaluate the opportunities and challenges of CSR, yet research has uncritically adopted the instrumental emphasis on assessing processes, perceptions, and private profitability from the general management literature, without engaging on a contextually-specific and/or theoretical level. Research limitations: CSR research is abundant and therefore difficult to summarise in one article.The primarily Anglo-American and Asian contextual bias is reflected in this review. Practical implications: Consistently inconsistent results challenge the portability of financial impact studies.Studies are needed to re-evaluate the concept of CSR as it pertains to hospitality, and measure the effectiveness of CSR activities relative to context and resource availability. Social implications:Further research into the scope of CSR in hospitality management, with an emphasis on recuperating social value, would lead to widespread positive social implications. Originality/value:This critical review offers a new perspective on CSR in the hospitality literature and industry, calling for a reconsideration of the concept in context, and formulates a working definition.
|Number of pages||18|
|Journal||International Journal of Contemporary Hospitality Management|
|Early online date||9 Jan 2017|
|Publication status||Published - 12 Jun 2017|
Farrington, T. J. W., Curran, R., Gori, K., O'Gorman, K., & Queenan, J. (2017). Corporate social responsibility: reviewed, rated, revised. International Journal of Contemporary Hospitality Management, 29(1), 30-47. https://doi.org/10.1108/IJCHM-05-2015-0236