Strategic corporate social responsibility: a ‘dynamic capabilities’ perspective

Venugopal Ramachandran

Corporate Social Responsibility and Environmental Management, 2011, vol. 18, issue 5, 285-293

Abstract: In this paper, strategic corporate social responsibility (CSR) is defined on the basis of Porter's theory of competitive advantage. Two kinds of dynamic capabilities are proposed as the precursors to strategic CSR success and operationalized in terms of two sets of associated processes. The effectiveness of these processes is postulated to be dependent on their attributes and the human and social capital employed in them. Implications for practitioners and researchers are outlined. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment.

Date: 2011
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (9)

Downloads: (external link)
https://doi.org/10.1002/csr.251

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:wly:corsem:v:18:y:2011:i:5:p:285-293

Access Statistics for this article

More articles in Corporate Social Responsibility and Environmental Management from John Wiley & Sons
Bibliographic data for series maintained by Wiley Content Delivery ().