Blending theory with practical application, this comprehensive text supports courses at the intersection of corporate social responsibility (CSR), corporate strategy, and public policy. Part I provides an overview of the field, defining CSR and placing it in the context of wider corporate strategy. Part II contains chapters on CSR issues related to the organization, the economy, and society, and provides detailed case studies on a variety of well-known firms. Adopting a stakeholder perspective, the authors explore CSR issues within the complex global business environment in which corporations operate today.

With the changing expectations of consumers, employees and regulators, being best in the world is no longer enough. Businesses are now also expected to be best for the world: to be socially and environmentally responsible, sustainable and ethical. Based on the idea that strategic CSR offers the most holistic and effective approach to corporate social responsibility, the author presents the key concepts, theories and philosophical approaches to CSR, along with the practical tools needed to implement this knowledge in the real world. The book is split into three parts; the first part provides the theoretical background of CSR, the second part examines various CSR approaches and how they can be implemented, and the third part discusses measuring and communicating CSR. Each chapter contains questions for reflection & discussion, exercises, and case studies from globally recognised brands such as Ben & Jerry’s, Nestle, Marks & Spencer, TOMS Shoes, LEGO, Coca-Cola and McDonald’s. The book is complemented by chapter specific lecturer PowerPoint slides, which can be found here. Suitable reading for students on Corporate Social Responsibility modules.

Strategic Corporate Social Responsibility: Sustainable Value Creation (Sixth Edition) redefines corporate social responsibility (CSR) as being central to the value-creating purpose of the firm. Based on a theory of empowered stakeholders, this bestselling text argues that the responsibility of a corporation is to create value, broadly defined. The primary challenge for managers today is to balance the competing interests of the firm’s stakeholders’ understanding that what they expect today may not be what they will expect tomorrow. This tension is what makes CSR so complex and demanding, but it is also what makes CSR integral to the firm’s strategy and day-to-day operations. In this new Sixth Edition, author David Chandler explores issues around COVID-19, the BLM movement, the supply chain crunch, and the "great resignation."

To fully comprehend corporate social responsibility (CSR), corporations must understand the many-sided nature of CSR. This book provides insight into the theoretical foundation, beliefs, and expectations of the multiple stakeholders; the governance of CSR commitment; and corporations’ strategies associated with the design, development, implementation and communication strategies for CSR through the case study on Malaysia. The book also explains why corporations should pursue a dual economic and social function and why it being critical to an organisation’s success. It also describes the CSR trends and influences such as sustainability and globalisation on the future of CSR.

This casebook argues that corporate sustainability agendas should look beyond stakeholder demands and desires, towards strategic opportunities to achieve social and commercial benefits simultaneously. It encourages shifting focus from a strategic approach to a sustainable business practice. As the cases in the book highlight, it is in every company’s best interest to identify a manageable number of sustainability initiatives whose shared benefits—for society at large and the company—are significant and also substantially help the company strategically position itself in the competitive marketplace. Strategic sustainable business practices can lead to shared value creation, strengthening the company’s competitiveness and establishing a symbiotic relationship. Companies can achieve solid profits by doing good things for the environment; it is a “win-win” for society and for business. This casebook provides examples of multi-stakeholder partnerships that aim to create sustainable enterprises. Ideal for teaching purposes, after a brief introduction to the case method, the cases are presented with no comments or criticisms.

This volume of Critical Studies on Corporate Responsibility, Governance and Sustainability harnesses corporate responsibility and green management to integrate social and environmental concerns into productive business operations, paving the way for future successes in emerging economies.

Strategic Corporate Communication in the Digital Age explores how contemporary communication approaches are crossing boundaries as innovative media formats and digital transformations offer new challenges and opportunities to academia and practitioners.

Bachelor Thesis from the year 2010 in the subject Business economics - Business Ethics, Corporate Ethics, grade: 1,3, Otto-von-Guericke-University Magdeburg (Lehrstuhl für Internationales Manegement / Institut für Philosophie), language: English, abstract: “Profit is as necessary as the air we breathe, but it would be terrible if we worked only to make a profit, just as it would be terrible if we lived only to breathe.” (Hermann Josef Abs, former CEO of Deutsche Bank) 1. Introduction: From the Honorable Merchant to the Responsibilities of Multinational Companies 2. Business Ethics: The Creative Tension between Entrepreneurial Freedom and Moral Constraint 2.1 The Company as a “Corporative Actor” 2.2 Moral and Profit: Two Antithetical Concepts? 2.3 Globalization: Economic Chances and Ethical Challenges 2.3.1 The Importance of Human Rights for CSR 2.3.2 Benchmarking CSR: The UN Global Compact 3. Strategic Corporate Social Responsibility 3.1 Hurdles to Effective CSR 3.2 Strategic Planning and Strategy Realization 3.2.1 The Responsibilities of a Company 3.2.2 The Intersections of Business and Society 3.2.3 Responsive CSR contra Proactive CSR 3.2.4 Strategic Corporate Philanthropy 3.3 Supply Chain Sustainability and Context Improvement: The CSR Strategy of Nestlé in India 4. Conclusion The first chapter examines the intrinsic problem areas of CSR such as the differences between individual and collective responsibility; the fundamental conflict between profit and moral; and the tension between universal ethical norms, national or international legislation and entrepreneurial freedom. In the last two subchapters the challenges and chances of globalization are illustrated. The second chapter focuses on the business perspective on CSR. The aim of this part is to reconcile the conflicts described in the first chapter in ways that can create mutual benefits for both the society and companies. At first, practical problems of planning, implementing and evaluating CSR activities are discussed. Starting from there, a strategic concept of CSR is developed that understands ethical and philanthropic responsibilities as firm and context specific competitive advantages. Management tools are presented that help to localize and address ESG issues with beneficial potential for society and business alike. Concluding, the activities of Nestlé in India illustrate a good practice example for a CSR strategy that aligns social communal engagement and profitability.

The goal of this project is to detail the core, defining principles of strategic CSR that differentiate it as a concept from the rest of the CSR/sustainability/business ethics field. It is designed to be a provocative piece, but one that solidifies the intellectual framework around an emerging concept--strategic CSR.The foundation for these principles comes from my perspective as a management professor within the business school. As such, it is a pragmatic philosophy, oriented around stakeholder theory, that is designed to persuade business leaders who are skeptical of existing definitions and organizing principles of CSR, sustainability, or business ethics. It is also designed to stimulate thought within the community of intellectuals and business school administrators committed to these issues, but who approach them from more traditional perspectives. Ultimately, therefore, the purpose of the strategic CSR concept (and this book) is radical--it aims to redefine both business education and business practice. By building a theory that defines CSR as core to business operations and value creation (as opposed to peripheral practices that can be marginalized within the firm), these defining principles become applicable across the range of operational functions. As such, they redefine how businesses approach these functions in practice, but also redefine how these subjects should be taught in business schools.