The Socially Responsible Company as a Strategic Second-Order Observer: An Indian Case

Damien Krichewsky ()

Working Papers from eSocialSciences

Abstract: The emergence of Corporate Social Responsibility (CSR) as a global component of business-society relationships has triggered many controversial debates in which CSR is either advocated as a source of virtuous business or disregarded as mere “window dressing.†This paper proposes an alternative perspective on the CSR phenomenon based on N. Luhmann’s social systems theory, which guides a study of CSR in India combining macroscopic observations and the case of the cement manufacturer Lafarge India.

Keywords: Social Corporate Responsibility; CSR; Business Society; India; Organisations; Social Welfare; Government Policies; Private Enterprises; business; manufacturer; Lafarge; macroscopic; cement; Indian; organizational structures; companies; window dressing (search for similar items in EconPapers)
Date: 2015-08
Note: Institutional Papers
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