Strategic Corporate Social Responsibility: Literature Review and Value Chain Activities Filter
In today’s era, it is no news that organizations should
demonstrate honest conduct as well as ethical administration.
Therefore, the concept of corporate social responsibility
(subsequently CSR) has created its tag upon the company’s focal
point as well as marketing communications, and will continue in the
future. The importance of CSR has increased in the last decade, and
this concept has attracted global attention. The notion of CSR has
strategic significance for many organizations. However, businesses
are not adapting the activities of CSR that benefit to all of its
stakeholders (including society). The main reason is the practitioners
are unfortunately unable to comprehend its importance; and
therefore, the activities of the CSR are so detached from the business
activities. Hence, it is required to develop an understanding that the
activities of CSR are not only beneficial for the society but it also
benefit to business. This paper focuses on the concept of strategic
CSR, and develops a theoretical framework that will help
practitioners to filter and chose the activities of CSR that are strategic
in nature.
[1] Salzmann, O., Ionescu-Somers, A., and Steger, U., (2005), “The
Business Case for Corporate Sustainability: Literature Review and
Research Options.” European Management Journal, Vol. 23, No. 1: 27-
36.
[2] Porter, M. E., and Kramer, M. R., (2006), “Strategy and Society: The
Link between Competitive Advantage and Corporate Social
Responsibility.” Harvard Business Review, Vol. 84, Issue. 12, 56-68.
[3] Carroll, A. B., (2000), “Ethical Challenges for Business in the New
Millennium: Corporate Social Responsibility and Models of
Management Morality.” Business Ethics Quarterly, Vol. 10, No. 1,
Globalization and the Ethics of Business, JSTOR: 33-42. Article
retrieved on: 04.05.2014. Article URL:
http://www.jstor.org/stable/3857692.
[4] Lantos, G. P., (2001), “The Boundaries of Strategic Corporate Social
Responsibility.” Journal of Consumer Marketing, Vol. 18, Issue. 7: 595-
632.
[5] Ebner, D., and Baumgartner (2006), “The Relationship between
Sustainable Development and Corporate Social Responsibility.”
Corporate Responsibility Research Conference 4th – 5th September,
Dublin.
[6] Matten, D., and Crane, A., (2005), “Corporate Citizenship: Toward an
Extensive Theoetical Conceptualization.” Academy of Management
Review, Vol. 30, No. 1: 166-179.
[7] Tsoutsoura, M., (2004), “Corporate Social Responsibility and Financial
Performance.”Center for Responsible Business. UC Berkeley: Center for
Responsible Business. Article retrieved on: 04.05.2014. Article URL:
http://escholarship.org/uc/item/111799p2.
[8] Meehan, J., Meehan, K., and Richards, A., (2006), “Corporate Social
Responsibility: The 3C-SR Model.” International Journal of Social
Economics, Vol. 33, Issue. 5/6: 386-398.
[9] Burke. L., and Logsdon, J. M., (1996), “How corporate social
responsibility pays off.” Long Range Planning, Vol. 29, Issue. 4, pp.
495-502.
[10] Fukukawa, K., Moon, J., (2004), “A Japanese Model of Corporate Social
Responsibility? A Study of Website Reporting.” Journal of Corporate
Citizenship, 16, Winter, 45-59.
[11] Carroll, A. B., (2001), “Ethical challenges for business in the new
millennium: corporate social responsibility and models of management
morality.” Business Ethics, Vol. 10, No. 1, pp. 33-42.
[12] WBCSD, World business council for sustainable development, “Meeting
Changing Expectations, Corporate Social Responsbility.” Available at:
http://oldwww.wbcsd.org/docroot/hbdf19txhmk3kdxbqdww/csrmeeting.
pdf
[13] Lewis, S., (2003), “Reputation and Corporate Responsibility.” Journal of
Communication Management, Vol. 7 Issue. 4: 356-366.
[14] McWilliams, A., Siegel, D. S., and Wright, P. M., (2005), “Corporate
Social Responsibility: Strategic Implications.” Journal of Management
Studies, 43:1, DOI: 10.1111/j.1467-6486.2006.00580.x.
[15] McElhaney, K. (2009), “A strategic approach to corporate social
responsibility.” Leader to Leader, 30–36. DOI: 10.1002/ltl.327.
[16] McWilliams, A., and Siegel, D. S., (2001), “Corporate social
responsibility: a theory of the firm perspective.” Academy of
Management Review, Vol. 26, No. 1, pp. 117-127.
[17] Frooman, J. (1997), “Socially Irresponsible and Illegal Behavior and
Shareholder Wealth A Meta-Analysis of Event Studies.” Business and
Society, Vol. 36, pp. 221-249.
[18] Friedman, M. (1970), “The Social Responsibility of Business is to
Increase its Profits.” Available at: http://www.colorado.edu/
studentgroups/libertarians/issues/friedman-soc-resp-business.html
[19] Porter, M. E., and Kramer, M. R., (2002), “The competitive advantage
of corporate philanthropy.” Harvard Business Review.
[20] Fahey, L., and Narayanan, V. K., (1986), “Macroenvironmental analysis
for strategic management.” St. Paul, MN: West.
[21] Fleming, J. E., (1981), “Public issues scanning.” L. E. Preston (Ed.),
Research in corporate social performance and policy, Greenwich, CT:
Jai Press, Vol. 3, pp. 154-174.
[22] Wood, D. J., “Corporate social performance revisited.” Academy of
Management Review, Vol. 16, No. 4, pp. 691-718.
[23] Carroll, A. B., (1979), “A three-dimensional model of corporate social
performance.” Academy of Management Review. Vol. 4, No. 4, pp. 497-
505.
[24] Smith, A., (2011), “The Wealth of Nations.” Cosimo, Inc. New York,
USA. ISBN: 978-1-60206-901-5.
[25] Johnson, T. S., (1990), “How the notion of a calling manifests itself in
the world of business: one viewpoint.” America, Vol. 162, No. 5, pp.
117-120.
[26] Novak, M., (1996), “Business as a Calling: Work and the Examined
Life.” The Free Press, New York.
[27] Smith, N. C., and Quelch, J. A., (1993), “Ethics in Marketing.” Irwin,
Homewood, IL.
[28] Chewning, R. C., Eby, J. W., and Roels, S. J., (1990), “Business
Through the Eyes of Faith.” Harper and Row, San Francisco.
[29] Carnegie, A., (1889), “The Gospel of Wealth.” North American Review.
[30] Quester, P. G., and Thompson, B., (2001), “Advertising and promotion
leverage on arts sponsorship effectiveness.” Journal of Advertising
Research, Vol. 41, No. 1, pp. 33-47.
[31] Hsu, L.-C. and Wang, C.-H. (2012), “Clarifying the Effect of Intellectual
Capital on Performance: The Mediating Role of Dynamic Capability.”
British Journal of Management, 23: 179–205. doi: 10.1111/j.1467-
8551.2010.00718.x
[1] Salzmann, O., Ionescu-Somers, A., and Steger, U., (2005), “The
Business Case for Corporate Sustainability: Literature Review and
Research Options.” European Management Journal, Vol. 23, No. 1: 27-
36.
[2] Porter, M. E., and Kramer, M. R., (2006), “Strategy and Society: The
Link between Competitive Advantage and Corporate Social
Responsibility.” Harvard Business Review, Vol. 84, Issue. 12, 56-68.
[3] Carroll, A. B., (2000), “Ethical Challenges for Business in the New
Millennium: Corporate Social Responsibility and Models of
Management Morality.” Business Ethics Quarterly, Vol. 10, No. 1,
Globalization and the Ethics of Business, JSTOR: 33-42. Article
retrieved on: 04.05.2014. Article URL:
http://www.jstor.org/stable/3857692.
[4] Lantos, G. P., (2001), “The Boundaries of Strategic Corporate Social
Responsibility.” Journal of Consumer Marketing, Vol. 18, Issue. 7: 595-
632.
[5] Ebner, D., and Baumgartner (2006), “The Relationship between
Sustainable Development and Corporate Social Responsibility.”
Corporate Responsibility Research Conference 4th – 5th September,
Dublin.
[6] Matten, D., and Crane, A., (2005), “Corporate Citizenship: Toward an
Extensive Theoetical Conceptualization.” Academy of Management
Review, Vol. 30, No. 1: 166-179.
[7] Tsoutsoura, M., (2004), “Corporate Social Responsibility and Financial
Performance.”Center for Responsible Business. UC Berkeley: Center for
Responsible Business. Article retrieved on: 04.05.2014. Article URL:
http://escholarship.org/uc/item/111799p2.
[8] Meehan, J., Meehan, K., and Richards, A., (2006), “Corporate Social
Responsibility: The 3C-SR Model.” International Journal of Social
Economics, Vol. 33, Issue. 5/6: 386-398.
[9] Burke. L., and Logsdon, J. M., (1996), “How corporate social
responsibility pays off.” Long Range Planning, Vol. 29, Issue. 4, pp.
495-502.
[10] Fukukawa, K., Moon, J., (2004), “A Japanese Model of Corporate Social
Responsibility? A Study of Website Reporting.” Journal of Corporate
Citizenship, 16, Winter, 45-59.
[11] Carroll, A. B., (2001), “Ethical challenges for business in the new
millennium: corporate social responsibility and models of management
morality.” Business Ethics, Vol. 10, No. 1, pp. 33-42.
[12] WBCSD, World business council for sustainable development, “Meeting
Changing Expectations, Corporate Social Responsbility.” Available at:
http://oldwww.wbcsd.org/docroot/hbdf19txhmk3kdxbqdww/csrmeeting.
pdf
[13] Lewis, S., (2003), “Reputation and Corporate Responsibility.” Journal of
Communication Management, Vol. 7 Issue. 4: 356-366.
[14] McWilliams, A., Siegel, D. S., and Wright, P. M., (2005), “Corporate
Social Responsibility: Strategic Implications.” Journal of Management
Studies, 43:1, DOI: 10.1111/j.1467-6486.2006.00580.x.
[15] McElhaney, K. (2009), “A strategic approach to corporate social
responsibility.” Leader to Leader, 30–36. DOI: 10.1002/ltl.327.
[16] McWilliams, A., and Siegel, D. S., (2001), “Corporate social
responsibility: a theory of the firm perspective.” Academy of
Management Review, Vol. 26, No. 1, pp. 117-127.
[17] Frooman, J. (1997), “Socially Irresponsible and Illegal Behavior and
Shareholder Wealth A Meta-Analysis of Event Studies.” Business and
Society, Vol. 36, pp. 221-249.
[18] Friedman, M. (1970), “The Social Responsibility of Business is to
Increase its Profits.” Available at: http://www.colorado.edu/
studentgroups/libertarians/issues/friedman-soc-resp-business.html
[19] Porter, M. E., and Kramer, M. R., (2002), “The competitive advantage
of corporate philanthropy.” Harvard Business Review.
[20] Fahey, L., and Narayanan, V. K., (1986), “Macroenvironmental analysis
for strategic management.” St. Paul, MN: West.
[21] Fleming, J. E., (1981), “Public issues scanning.” L. E. Preston (Ed.),
Research in corporate social performance and policy, Greenwich, CT:
Jai Press, Vol. 3, pp. 154-174.
[22] Wood, D. J., “Corporate social performance revisited.” Academy of
Management Review, Vol. 16, No. 4, pp. 691-718.
[23] Carroll, A. B., (1979), “A three-dimensional model of corporate social
performance.” Academy of Management Review. Vol. 4, No. 4, pp. 497-
505.
[24] Smith, A., (2011), “The Wealth of Nations.” Cosimo, Inc. New York,
USA. ISBN: 978-1-60206-901-5.
[25] Johnson, T. S., (1990), “How the notion of a calling manifests itself in
the world of business: one viewpoint.” America, Vol. 162, No. 5, pp.
117-120.
[26] Novak, M., (1996), “Business as a Calling: Work and the Examined
Life.” The Free Press, New York.
[27] Smith, N. C., and Quelch, J. A., (1993), “Ethics in Marketing.” Irwin,
Homewood, IL.
[28] Chewning, R. C., Eby, J. W., and Roels, S. J., (1990), “Business
Through the Eyes of Faith.” Harper and Row, San Francisco.
[29] Carnegie, A., (1889), “The Gospel of Wealth.” North American Review.
[30] Quester, P. G., and Thompson, B., (2001), “Advertising and promotion
leverage on arts sponsorship effectiveness.” Journal of Advertising
Research, Vol. 41, No. 1, pp. 33-47.
[31] Hsu, L.-C. and Wang, C.-H. (2012), “Clarifying the Effect of Intellectual
Capital on Performance: The Mediating Role of Dynamic Capability.”
British Journal of Management, 23: 179–205. doi: 10.1111/j.1467-
8551.2010.00718.x
@article{"International Journal of Business, Human and Social Sciences:68571", author = "Zeeshan Hamid and Sarwar Mehmood Azhar and Hammad Basir", title = "Strategic Corporate Social Responsibility: Literature Review and Value Chain Activities Filter", abstract = "In today’s era, it is no news that organizations should
demonstrate honest conduct as well as ethical administration.
Therefore, the concept of corporate social responsibility
(subsequently CSR) has created its tag upon the company’s focal
point as well as marketing communications, and will continue in the
future. The importance of CSR has increased in the last decade, and
this concept has attracted global attention. The notion of CSR has
strategic significance for many organizations. However, businesses
are not adapting the activities of CSR that benefit to all of its
stakeholders (including society). The main reason is the practitioners
are unfortunately unable to comprehend its importance; and
therefore, the activities of the CSR are so detached from the business
activities. Hence, it is required to develop an understanding that the
activities of CSR are not only beneficial for the society but it also
benefit to business. This paper focuses on the concept of strategic
CSR, and develops a theoretical framework that will help
practitioners to filter and chose the activities of CSR that are strategic
in nature.
", keywords = "Economic responsibility, ethical responsibility, legal
responsibility, philanthropic responsibility, strategic corporate social
responsibility, value chain activities filter.", volume = "8", number = "10", pages = "3368-7", }
