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
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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José A. Plaza-Úbeda, Jerónimo de Burgos-Jiménez & Eva Carmona-Moreno (2010). Measuring Stakeholder Integration: Knowledge, Interaction and Adaptational Behavior Dimensions. [REVIEW] Journal of Business Ethics 93 (3):419-442.
Duane Windsor (2010). The Role of Dynamics in Stakeholder Thinking. Journal of Business Ethics 96 (S1):79-87.
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.
Martin Brueckner & Mohammed Abdullah Mamun (2010). Living Downwind From Corporate Social Responsibility: A Community Perspective on Corporate Practice. Business Ethics 19 (4):326-348.
Ursa Golob & Klement Podnar (2014). Critical Points of CSR‐Related Stakeholder Dialogue in Practice. Business Ethics: A European Review 23 (3):248-257.
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