A process for evaluating csr strategies, practices and programs (original) (raw)
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An overview of the main strategies and approaches to CSR
"Globalization has induced increased competition between organizations which have to find new ways to obtain a competitive advantage. Investing in Corporate social Responsibility may be one of them, killing two birds with one stone as it also favours a sustainable development and the welfare of people. This paper examines the different possible approaches of CSR and the results that can be achieved by making CSR part and parcel of the strategy of an organization."
Business Ethics: A European Review, 2014
Heightened concern with global issues has led to shifts in corporate social responsibility (CSR) programs. To capture the distinct nature of this global focus, researchers have developed a three-generation CSR typology. In this paper, we first evaluate the usefulness of this typology for understanding corporate approaches to CSR by examining how several companies position themselves thematically in CEO introductions to sustainability reports. On the basis of this, we then evaluate the practical value of this typology for assisting those who work with CSR strategy. The analysis revealed expressions of all three CSR generations, with third-generation thinking being apparent, but not dominant. It also verified that the three-generation CSR typology can be an instructive means of both evaluating as well as framing a company’s approach to sustainability, though with modifications. On the basis of the identified strengths and weaknesses of the typology, we develop a practitioner-focused, three-tiered model that can strategically guide the development of CSR programs.
Desired Versus Existing CSR Practices: A Research Perspective
International Journal of Contemporary Management, 2015
Background. The concept of Corporate Social Responsibility (CSR) is nowadays widely recognised as important in a globalised economy. Companies often inform the public about initiatives they are involved with in relation to CSR but it is unclear whether such declarations are in synergy with the every-day business reality. Research aims. The research problem is related to whether the declarations of companies concerning activities in the area of CSR overlap or are in synergy with their espoused business practice. Methodology. Empirical research in the form of a questionnaire was conducted among 385 companies operating in Poland. The key questions verifying their activity level in the CSR area concerned: (1) involvement in pro-social endeavours, (2) participation in voluntary initiatives, and (3) creating (or modifying) legal regulations concerning the improvement of working and social conditions. The respondents’ answers were categorized based on the form of ownership, the number of e...
A proposed methodological framework for the evaluation of corporate social responsibility
Environmental Economics and Investment Assessment"WIT Transactions on Ecology and the Environment, WIT Press, UK 2006.
This paper suggests a proposed methodological framework that can be followed by the companies in order to implement an effective CSR programme in all the areas of their operation. consisting of three distinct stages: Analysis, Execution and Performance Evaluation. The suggested framework permits the development of corporate CSR programmes adapted to the unique characteristics of each sector and company, emphasizing on different stages according to organisational activities, missions and the resources that can be utilised. The framework includes weighted performance indicators relating to a company's impact on different areas of activity such as the environment, the community, the human capital, the shareholders and the marketplace (customers and suppliers).
The strategic value of corporate social responsibility CSR: the present and future of its management
El Profesional de la información
Corporate social responsibility (CSR) has become the central theme of many debates on the role of organizations in society in recent years. The voluntary incorporation of strategies that influence economic profitability and in turn social and environmental issues is already a reality in companies. This article has several aims: (1) to analyse whether CSR is strategic and cross-cutting for companies and whether there exists a true dialogue between companies and stakeholders; (2) to identify the functions, relationships and quality of CSR or sustainability directors; (3) to determine the main challenges for the future; (4) to reflect on the impact that Covid-19 has had on the development of CSR in businesses. The study was based on the Delphi method and employed a sample of 20 experts: 10 academics (lecturers and researchers) and 10 professionals (communication and CSR directors, and CSR and reputation consultants). The results reveal that: (1) with the exception of SMEs, CSR manageme...
Systematic Review of the Business Case for CSR
International Journal of Economic Practices and …, 2013
The business case for CSR may support the diffusion of CSR practices in the business world, but its verification still remains largely inconclusive. The paper aims at proposing new methodological approaches to the study of the business case by developing an extensive systematic review of previous empirical papers. Sections of papers have been scrutinised in order to detect possible mistakes in methodologies, social performance and firm performance measures. Understanding these aspects enables future research to obtain more reliable findings. The analysis of CSR determinants has allowed to identify factors which can explain the relationship between business and society, while affecting CSR. Findings of this research confirm that there is little evidence of a fully positive link between outcomes of social responsibility initiatives and firm performance. The selection protocol of papers is quite objective, but literature analysis is similar to vote-counting. Moreover, there is inconsistency in methodology and research design in the analysed studies. In order to improve future research on the business case for CSR some paths have been proposed meeting some issues recently stated by scholars. These affect the analysis of how firms can properly internalise stakeholder requests and benefit from it, also favouring society. Previous literature reviews have not extensively considered limitations and recommendations for future research of the analysed papers, as well as the broader interpretation of the business case and CSR determinants , Stakeholder influence capacity and the variability of financial returns to Corporate Social Responsibility, Academy of Management Review, 32 : 794-816. Barnett, M. L. and Salomon, R. M. (2006), Beyond dichotomy: The curvilinear relationship between social responsibility and financial performance,
The business case for corporate social responsibility: A company-level measurement approach for CSR
European Management Journal, 2008
Although theoretical and empirical research often points to a positive relation between CSR and company competitiveness, approaches to measure the company-specific business impacts of CSR are missing in the current literature. However, such an approach could strengthen the overall CSR involvement and support rational decision-making in this area. This paper thus focuses on the question how to measure the business impact of CSR activities from a company perspective. Using a theoretical approach a multi-step measurement model is developed that allows managers to evaluate their company-specific business case for CSR. A case example illustrates the use of the model in practice.
Understanding and Developing Strategic Corporate Social Responsibility
In contrast to debates over the last decade about whether organizations have a social responsibility and whether CSR performance predicts corporate financial performance, business leaders are increasingly concerned with how their organization can prosper from addressing social and environmental challenges. One widely accepted guideline, advanced by Michael Porter and Mark Kramer, is to undertake CSR in a strategic manner by making social and environmental contributions only in ways that also enable tangible business benefits. However, imitating other organizations’ strategic CSR ‘‘best practices’’ would be imprudent for the same reason that benchmarking often leads to disappointing results. Organizational leaders tend to inadequately appreciate the subtle differences in organizational competencies and contexts whereby a given practice enables one organization to fly, but leads others to flounder. Thus, we argue that effective CSR initiatives are those derived from careful analysis of each organization’s unique culture, competencies, and strategic opportunities. Fortunately, organizational leaders do not have to reinvent the wheel. While the particular CSR practices that some organizations adopt might not necessarily be useful for others, many of the principles underlying them are applicable to a wide range of organizations. After briefly reviewing the history and nature of strategic CSR, as well as why many organizations are striving for CSR, we outline a range of examples of strategic CSR undertakings. The 21 exemplary CSR practices we discuss are clustered into seven principles for enacting strategic CSR. These principles could serve as a guiding stimulus for other organizations intent on discovering and capitalizing on their unique opportunities to do well by doing good.
A toolkit for designing firm level strategic corporate social responsibility (CSR) initiatives
Purpose – The purpose of this paper is to attempt to develop a framework that will help managers to design firm level corporate social responsibility (CSR) initiatives which can be of strategic interest for an organisation. Design/methodology/approach – The paper reviews concepts from the domains of strategic management and CSR literature. The concepts are deliberated and analyzed to build up a strategic corporate social responsibility (CSR) framework. The article starts by identifying the salient stakeholders of a firm, based on the three stakeholder attributes of power, legitimacy, and urgency. The framework then talks about the identification of a firm's interest in CSR, on the basis of firm value chain, context of competitiveness and intention of creating new business opportunities. Finally, this literature talks about the expected benefits to be achieved by carrying out strategic CSR initiatives. Findings – In a competitive atmosphere, it is important to utilize the firm resources in a proper manner and for a worthy cause. The undertaking of CSR initiatives calls for the sacrifice of firm resources. Resources are scarce and valuable. Managers can design CSR initiatives in a number of ways. But the real challenge for managers is to design firm CSR strategy in such a manner that it helps address a social issue and also provides the organization with some business benefits. Originality/value – Though managers are aware of the need and benefits of undertaking strategic CSR, a comprehensive theoretical framework which can guide CSR managers to design and implement CSR activities for strategic gains is not present. This study provides for such an integrated framework from the stage of identification of stakeholders, to the design of CSR, to the nature of strategic gains to be incurred.