Strategies For Responsible Business: Implementation of CSR Strategies in organisations
dsb 2012 · GRIN Verlag
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Seminar paper from the year 2011 in the subject Business economics - Business Management, Corporate Governance, grade: Distinction, University of Lincoln, course: Masters of Business Administration, language: English, abstract: It is argued by several scholars that Corporate Social Responsibility (CSR) is considered by corporations as strategic for the business because of its contribution to financial performance (Barnett, 2007; Orlitzkyetal., 2003) or to market value (Mackey et al, 2007). Recent studies find it wiser for the firm to act strategically with regard to CSR activities and suggest using the same frame work that guides their core business choices in order to make CSR a source of competitive advantage for the firm (Maxfield, 2008). The stake holder model of strategic management, the inclusion of social demands as strategic issues, as well as suggestions of more general ways in which CSR Programmers can create strategic benefits for the Organization have been included in attempting to integrate the concepts of CSR and corporate strategy (Burke and Logsdon, 1996; Carroll et al, 1987;Galbreath, 2006). In this essay, the author will analyse and discuss the main issues which are needed to consider when managing strategic change in the context of CSR by using the example of different organizations. Moreover, the main issues will be explored and criticised within the context of strategic change and CSR. Furthermore, it will consider the effects of such strategic change on stakeholder, especially with regards to delivering ethical strategies that support long term sustainability.
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