Journal of Business Ethics 85 (S3):507 - 516 (2009)

Corporate social responsibility (CSR) and its action-oriented offspring Corporate Citizenship (CC) currently trigger an intensifying debate on ethics, role and behavior of companies within civil society. For companies, CSR raises the question of what may be the "good reason(s)" for acting responsible towards its members, customers or society. In order to answer this question, we face the debate on CSR and its strategic engagement drivers on the levels of corporate culture, social innovation, and civil society. In this article, we provide a conceptual framework based on the analytic distinction of legitimation and sensemaking. The conceptual framework developed in this article can serve as a basis to develop a company's CSR strategy. It provides measures and instruments to make complex CSR processes more visible and manageable
Keywords Corporate Citizenship  corporate culture  corporate social innovation  corporate social responsibility  organizational development
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DOI 10.1007/s10551-009-0215-9
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References found in this work BETA

Getting to the Bottom of “Triple Bottom Line”.Chris MacDonald - 2004 - Business Ethics Quarterly 14 (2):243-262.
Corporate Social Responsibility as Argument on the Web.C. Coupland - 2005 - Journal of Business Ethics 62 (4):355-366.

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The Ethics of Entrepreneurial Shared Value.Patricio Osorio-Vega - 2019 - Journal of Business Ethics 157 (4):981-995.

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