Towards Understanding Stakeholder Salience Transition and Relational Approach to ‘Better’ Corporate Social Responsibility: A Case for a Proposed Model in Practice

Michael O. Erdiaw-Kwasie (), Khorshed Alam () and Md. Shahiduzzaman ()
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Michael O. Erdiaw-Kwasie: University of Southern Queensland
Khorshed Alam: University of Southern Queensland
Md. Shahiduzzaman: University of Southern Queensland

Journal of Business Ethics, 2017, vol. 144, issue 1, No 7, 85-101

Abstract: Abstract Management and business literature affirm the role played by stakeholders in corporate social responsibility (CSR) practices as crucial, but what constitutes a true business–society partnership remains relatively unexplored. This paper aims to improve scholarly and management understanding beyond the usual managers’ perceptions on salience attributes, to include how stakeholders can acquire missing attributes to inform a meaningful partnership. In doing this, a model is proposed which conceptualises CSR practices and outcomes within the frameworks of stakeholder salience via empowerment, sustainable corporate social performances and partnership quality. A holistic discussion leads to generation of propositions on stakeholder salience management, corporate social performance, corporate–community partnership systems and CSR practices, which have both academic and management implications.

Keywords: Corporate social responsibility; Stakeholder salience; Stakeholder empowerment; Corporate social performance; Business–society partnership (search for similar items in EconPapers)
JEL-codes: D21 H7 M14 (search for similar items in EconPapers)
Date: 2017
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Citations: View citations in EconPapers (10)

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DOI: 10.1007/s10551-015-2805-z

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