CSR, Food and Agriculture


Corporate Social Responsibility in Food and Agriculture, Special issue of British Food Journal, Guest editor Martin Hingley; Deadline 1 May 2011

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Call for Papers

Special Issue on: Corporate Social Responsibility in Food and Agriculture

The British Food Journal announces the call for papers for a special issue on Corporate Social Responsibility in Food and Agriculture. The deadline for submission is May 1, 2011. The journal is included in the ISI Citation Index.

Purpose of the special issue

Corporate social responsibility (CSR) ranks high on research agendas (Greenfield, 2004; Maignan and Ralston, 2002; McWilliams, Siegel, and Wright, 2006; Pearce and Doh, 2005); this is reflected in discussions that argue “not only is doing good the right thing to do, but it also leads to doing better” (Bhattacharya and Sen, 2004: 9). Thus CSR has moved from ideology to reality. It is widely argued that organizations need to define their roles in society and apply social and ethical standards to their businesses (Lichtenstein, Drumwright, and Braig, 2004). Many organizations, however, struggle in this effort (Lindgreen, Swaen, and Johnston. 2009; Maon, Lindgreen, and Swaen, 2009).

Different angles of CSR have been investigated (see, for example, Carroll and Shabana, 2010; Du, Bhattacharya, and Sen, 2010; Maon, Lindgreen, and Swaen, 2010; Noland and Philips, 2010; Wood, 2010). Despite the considerable amount of literature on the topic, though, we have only just begun to understand what is meant by CSR, with holes remaining to be filled, and new fields needed to be explored (Lindgreen and Swaen, 2010).

The overall objective of the special issue is to provide a comprehensive collection of cutting-edge theories and research on CSR in food and agriculture. On that basis, specific topics may include, but are not limited to the following:

  • How do actors in the food and agriculture sector manage stakeholder engagement to their CSR initiatives?
  • In the food and agriculture sector, is CSR implemented through incremental or transformational organizational change processes, or by radical, transformational approaches?
  • What should actors in the food and agriculture sector say—and how should they say it—about their CSR initiatives and achievements?
  • How can actors in the food and agriculture sector measure their CSR activities? Which criteria and indicators should they use for assessing the level of CSR?
  • What constitute best practices of CSR in the food and agriculture sector?
  • Does the nature of organizational structure in agriculture and food businesses have a bearing on inclination to, or success in, CSR?
  • What is the impact of globalization and localization strategies on the success of CSR in food and agriculture?
  • Is food and agriculture more or less inclined than other business sectors to CSR policy and application?
  • How do food consumers perceive CSR policy and implementation?
  • CSR across national and cultural boundaries: the global challenge of CSR.
  • What part does CSR play in the environmental and sustainability agenda in food and agriculture?
  • Cases in successful CSR in agriculture and food—and failures.

Preference will be given to empirical papers (both qualitative and quantitative), although theoretical papers that offer comprehensive frameworks of corporate social responsibility in the food and agriculture sector are also welcomed. As the British Food Journal is widely read by an academic and business audience, all submissions should include implications for practitioners. Papers must deal with their chosen topic in the setting of food and agriculture.


Bhattacharya, C. B. and Sen, S. (2004), “Doing better at doing good: when, why, and how consumers respond to corporate social initiatives”, California Management Review, Vol. 47, No. 1, pp. 9-24.

Carroll, A.B. and Shabana, K.M. (2010), “The business case for corporate social responsibility: a review of concepts, research and practice”, International Journal of Management Reviews, Vol. 12, No. 1, pp. 85-105.

Du, S., Bhattacharya, C.B., and Sen, S. (2010), “Maximizing business returns to corporate social responsibility: the role of corporate social responsibility communication”, International Journal of Management Reviews, Vol. 12, No. 1, pp. 8-19.

Greenfield, W. M. (2004), “In the name of corporate social responsibility”, Business Horizons, Vol. 47, No. 1, pp. 19-28.

Lichtenstein, D.R., Drumwright, M.E., and Braig, B.M. (2004), „The effect of corporate social responsibility on customer donations to corporate-supported nonprofits”, Journal of Marketing, Vol. 68, No. 4, pp. 16-32.

Lindgreen, A. and Swaen, V. (2009), “Corporate social responsibility”, International Journal of Management Reviews, Vol. 12, No. 1, pp. 1-7.

Lindgreen, A., Swaen, V., and Johnston, W.J. (2009), “Corporate social responsibility: an empirical investigation of U.S. organizations”, Journal of Business Ethics, Vol. 85, Supplement No. 2, pp. 303-323.

Maignan, I. and Ralston, D. (2002), “Corporate social responsibility in Europe and the U.S.: insights from businesses’ self-presentations. Journal of International Business Studies, Vol. 33, No. 3, pp. 497-514.

McWilliams, A., Siegel, D.S., and Wright, P.M. (2006), “Corporate social responsibility: strategic implications”, Journal of Management Studies, Vol. 43, No. 1, pp. 1-18.

Maon, F., Lindgreen, A., and Swaen, V. (2009), “Designing and implementing corporate social responsibility: an integrative framework grounded in theory and practice”, Journal of Business Ethics, Vol. 87, Supplement No. 1, pp. 71-89.

Maon, F., Lindgreen, A., and Swaen, V. (2010), “Organizational stages and cultural phases: a critical review and a consolidative model of corporate social responsibility development”, International Journal of Management Reviews, Vol. 12, No. 1, pp. 20-38.

Noland, J. and Philips, R. (2010), “Stakeholder engagement, discourse ethics and strategic management”, International Journal of Management Reviews, Vol. 12, No. 1, pp. 39-49.

Pearce, J.A. and Doh, J.P. (2005), “High-impact collaborative social initiatives”, Sloan Management Review, Vol. 46, No. 3, pp. 30-39.

Wood, D. (2010), “Measuring corporate social performance: a review”, International Journal of Management Reviews, Vol. 12, No. 1, pp. 50-84.

Papers submitted must not have been published, accepted for publication, or presently be under consideration for publication elsewhere. Submissions should be between 4,000 and 6,000 words in length. Copies should be submitted via e-mail in a single Word attachment (including all figures and tables) to the guest editor. The first page must contain the paper title, the author name(s), and the contact information for all authors. For additional guidelines including the requirement for a structured abstract, please see the “Notes for Contributors” from a recent issue of the British Food Journal or visit

http://www.emeraldinsight.com/info/journals/bfj/jourinfo.jsp. Authors should not identify themselves in the body of their paper.

Please address questions to the guest editor:

Dr. Martin Hingley
Department of Business Management and Marketing
Harper Adams University College
TF10 8NB
United Kingdom
Tel: + 44 1952 820 280
E-mail: mhingley@harper-adams.ac.uk