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Corporate social responsibility (CSR) of MNE subsidiaries in emerging markets has mainly been studied through aggregated CSR activities. Instead, this study disaggregates CSR engagement towards tar...

During times of threat to organizational identity, managers often formulate strategies to regain the organization's original standing. Yet, they frequently ignore the identity-image interactions that occur for boundary-spanning members, despite such interactions having the potential to play a pivotal role in the organization's recovery. We propose that, in high-threat situations, customer-directed boundary-spanners, like the sales force, become aware of the discrepancy between the organizational image projected by the organization (Projected Image) and the organizational image perceived by customers (Perceived Image). Consequently, boundary-spanners restructure their perception of the organizational identity. This restructuring is moderated by several factors. The restructured organizational identity results in the boundary-spanner manifesting a new projected image, with its attendant assertions and behaviors. We thus synthesize and extend the literature on identity-image interactions and provide avenues for further research. We also discuss the beneficial managerial implications of closely monitoring the image-identity interactions of boundary-spanners in high threat situations.

Anchored in institutional theory, our aim in the present study was to understand how large and economically successful organizations in India engage with the issue of disability within and outside of their organizational boundaries, and communicate such engagements through their annual reports. Based on a qualitative content analysis of the organizations' annual reports for the year 2009–2010, we examined if these organizations spoke about recruitment and other organizational treatment of people with disabilities (internal focus), and if they engaged with issues related to disability in the realm of corporate social responsibility (external focus). We found that, despite no institutional pressures, organizations engaged with disability-specific issues both internally and externally. While we found differences with respect to organizational age and sector (public and private sector), we did not find any differences in the engagement and communication of activities based on organizational industry type and ...