David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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International Journal of Business Governance and Ethics 4 (2):117-131 (2008)
The practice of corporate social responsibility (CSR) has often been described as a balance of profitability and social or societal responsibility by scholars as well as practitioners. It is assumed that regulations and guidelines of CSR practices link competitiveness and responsibility together. While recognising that formal CSR statements represent a goal-oriented managerial approach to CSR, we argue based on the description of a qualitative case study that the relationship between profitability and social or societal responsibility is not as clear and simple as it is often described. Instead, CSR should be considered as a continuously negotiated process between companies and stakeholders. Hence, the creation of a constructive link between profitability and social or societal responsibility is dependent on the amount of effort that has been put into exploring the concerns of the stakeholders, vis-a-vis the company, while simultaneously accepting changes when they are necessary.
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References found in this work BETA
Nada K. Kakabadse, Cécile Rozuel & Linda Lee-Davies (2005). Corporate Social Responsibility and Stakeholder Approach: A Conceptual Review. International Journal of Business Governance and Ethics 1 (4):277-302.
Marcel van Marrewijk (2003). Concepts and Definitions of CSR and Corporate Sustainability: Between Agency and Communion. [REVIEW] Journal of Business Ethics 44 (2-3):95-105.
Sandra Waddock (2004). Parallel Universes: Companies, Academics, and the Progress of Corporate Citizenship. Business and Society Review 109 (1):5-42.
Sandra Waddock & Neil Smith (2000). Relationships: The Real Challenge of Corporate Global Citizenship. Business and Society Review 105 (1):47-62.
Citations of this work BETA
Ambika Zutshi, Andrew Creed & Heiko E. R. Rudolph (2010). Interpretations of Corruption in Intercultural Bargaining. International Journal of Business Governance and Ethics 5 (3):196-213.
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