Show simple item record

dc.contributor.authorDennis, Bryan Samuel
dc.date.accessioned2014-03-03T23:08:00Z
dc.date.available2014-03-03T23:08:00Z
dc.date.issued2004-12
dc.identifier.otherdennis_bryan_s_200412_phd
dc.identifier.urihttp://purl.galileo.usg.edu/uga_etd/dennis_bryan_s_200412_phd
dc.identifier.urihttp://hdl.handle.net/10724/22088
dc.description.abstractSocial issues in management scholars have consistently argued that corporate philanthropy is one key factor of a firm’s discretionary responsibilities. Several researchers have examined the links between philanthropy and such outcomes as financial profit and organizational reputation. Interestingly, the determinants of corporate philanthropy have been left largely unexamined as researchers have yet to fully understand “why?” philanthropy takes place. Previous researchers have argued that the reasons behind corporate philanthropy can be classified as either strategic or altruistic. The altruistic perspective states that managers make philanthropic decisions due to their character or moral values. Managers engage in corporate philanthropy simply because it is considered the “right thing to do” or morally correct. However, the strategic perspective posits that managers engage in philanthropy as a means to improve the firm’s standing. The strategic perspective has been further delineated into economic and political subsets. The economic view holds that managers engage in corporate philanthropy as a means to improve the overall financial performance of the firm. The political perspective states that philanthropy is a measured response to pressures from significant and powerful groups within the firm’s environment. In addition to strategic or altruistic rationales, the degree to which the manager identifies with corporate philanthropy influences decisions to give. Finally, as philanthropy is considered a discretionary activity, the availability of organizational slack and the extent of the manager’s perceived behavioral control also impact corporate philanthropy. In this dissertation, Ajzen’s Theory of Planned Behavior (TPB) provides the theoretical foundation for the development of a model that will further our understanding of corporate philanthropic behaviors. The TPB has been used and validated in many different academic fields (such as psychology, exercise science, management information systems) as a means to understand the determinants of behavior. I build upon the TPB and examine empirically how altruistic and strategic forces, perceived behavioral control, self-identity, and slack influence philanthropic behaviors. Additionally, the extent to which CEOs’ and corporate giving managers’ orientations toward philanthropy are strategic is also examined.
dc.languageeng
dc.publisheruga
dc.rightsOn Campus Only
dc.subjectCorporate philanthropy
dc.subjectStrategic philanthropy
dc.subjectTheory of planned behavior
dc.subjectAjzen
dc.subjectCorporate giving
dc.subjectCorporate Social Responsibility.
dc.titleThe nature of giving
dc.typeDissertation
dc.description.degreePhD
dc.description.departmentBusiness Administration
dc.description.majorBusiness Administration
dc.description.advisorAnn Buchholtz
dc.description.committeeAnn Buchholtz
dc.description.committeeAllen Amason
dc.description.committeeArchie Carroll
dc.description.committeeGideon Markman
dc.description.committeeBob Vandenberg


Files in this item

FilesSizeFormatView

There are no files associated with this item.

This item appears in the following Collection(s)

Show simple item record