The relation between Socially Responsible Behaviour and organizational structure

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Nowadays CSR is considered of great importance. It is argued that CSR is not only executed on the organizational level, but also by employees on the individual level. In order to realise CSR at a corporate level, CSR at an individual level should be understood and facilitated. This behaviour on an individual level is referred to as Socially Responsible Behaviour (SRB). This research focusses on SRB from a structural perspective. The central question in this research is: how does the organizational structure influence socially responsible behaviour in the health insurance department of [organization]? A case study is conducted in the customer service team of a health insurance organization. A total of 14 interviews have been conducted to gather empirical data. This study has an abductive character and sensitizing concepts are used to explore the concepts. A method of constant comparing between the empirical findings and sensitizing concepts are used to formulate conclusions. The outcomes of the study show how options for SRB engagement are stimulated or hindered by the way tasks are defined and related. Dependency on other teams mostly hinders SRB. Additionally, a high level of decentralization stimulates SRB engagement. Highly specialized tasks hinder SRB and tasks with high formalization offer less room to engage in SRB since strict procedures limit options to improve well-being. Besides, the effect organizational structure has on SRB engagement, outcomes of this study show SRB also influences organizational structure on job level.
Faculteit der Managementwetenschappen