The role of strategic conversations with stakeholders in the formation of corporate social responsibility strategy
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jack Alan Reynolds
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Journal of Business Ethics 69 (2):195 - 205 (2006)
This paper explores the role of strategic conversations in corporate social responsibility (CSR) strategy formation. The authors suggest that explicitly engaging stakeholders in the CSR strategy-making process, through the mechanism of strategic conversations, will minimize future stakeholder concerns and enhance CSR strategy making. In addition, suggestions for future research are offered to enable a better understanding of effective strategic conversation processes in CSR strategy making and the resulting performance outcomes
|Keywords||boundary spanning employees corporate social responsibility strategy stakeholders strategic conversations|
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References found in this work BETA
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Citations of this work BETA
R. E. Slack, S. Corlett & R. Morris (2015). Exploring Employee Engagement with Social Responsibility: A Social Exchange Perspective on Organisational Participation. Journal of Business Ethics 127 (3):537-548.
Ursa Golob & Klement Podnar (2014). Critical Points of CSR‐Related Stakeholder Dialogue in Practice. Business Ethics: A European Review 23 (3):248-257.
Carola Hillenbrand, Kevin Money & Stephen Pavelin (2012). Stakeholder-Defined Corporate Responsibility for a Pre-Credit-Crunch Financial Service Company: Lessons for How Good Reputations Are Won and Lost. [REVIEW] Journal of Business Ethics 105 (3):337-356.
Rafael Bravo, Jorge Matute & José M. Pina (2012). Corporate Social Responsibility as a Vehicle to Reveal the Corporate Identity: A Study Focused on the Websites of Spanish Financial Entities. [REVIEW] Journal of Business Ethics 107 (2):129-146.
Duane Windsor (2010). The Role of Dynamics in Stakeholder Thinking. Journal of Business Ethics 96 (S1):79-87.
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