Designing and Implementing Corporate Social Responsibility: An Integrative Framework Grounded in Theory and Practice [Book Review]
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 87 (1):71 - 89 (2009)
This article introduces an integrative framework of corporate social responsibility (CSR) design and implementation. A review of CSR literature -in particular with regard to design and implementation models -provides the background to develop a multiple case study. The resulting integrative framework, based on this multiple case study and Lewin's change model, highlights four stages that span nine steps of the CSR design and implementation process. Finally, the study identifies critical success factors for the CSR process
|Keywords||corporate social responsibility stakeholder management stakeholder dialogue CSR implementation change strategy success factors case study|
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References found in this work BETA
Jon Burchell & Joanne Cook (2006). It's Good to Talk? Examining Attitudes Towards Corporate Social Responsibility Dialogue and Engagement Processes. Business Ethics 15 (2):154–170.
Frank G. A. De Bakker, Peter Groenewegen & Frank Den Hond (2005). A Bibliometric Analysis of 30 Years of Research and Theory on Corporate Social Responsibility and Corporate Social Performance. Business and Society 44 (3):283-317.
Cathy Driscoll & Mark Starik (2004). The Primordial Stakeholder: Advancing the Conceptual Consideration of Stakeholder Status for the Natural Environment. [REVIEW] Journal of Business Ethics 49 (1):55-73.
Elisabet Garriga & Domènec Melé (2004). Corporate Social Responsibility Theories: Mapping the Territory. [REVIEW] Journal of Business Ethics 53 (1-2):51-71.
Teun Hardjono & Peter de Klein (2004). Introduction on the European Corporate Sustainability Framework (ECSF). Journal of Business Ethics 55 (2):99 - 113.
Citations of this work BETA
Jean-Pascal Gond, Jacques Igalens, Valérie Swaen & Assâad El Akremi (2011). The Human Resources Contribution to Responsible Leadership: An Exploration of the CSR–HR Interface. [REVIEW] Journal of Business Ethics 98 (S1):115-132.
Justin Tan & Anna E. Tan (2012). Business Under Threat, Technology Under Attack, Ethics Under Fire: The Experience of Google in China. Journal of Business Ethics 110 (4):469-479.
L. Metcalf & S. Benn (2012). The Corporation is Ailing Social Technology: Creating a 'Fit for Purpose' Design for Sustainability. [REVIEW] Journal of Business Ethics 111 (2):195-210.
Marion Allet (2014). Why Do Microfinance Institutions Go Green? An Exploratory Study. Journal of Business Ethics 122 (3):405-424.
Craig R. Carter (2011). Social Sustainability in Selecting Emerging Economy Suppliers. Journal of Business Ethics 98 (1):99 - 119.
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