André Nijhof, Theo de Bruijn, Olaf Fisscher, Jan Jonker, Edgar Karssing and Michiel Schoemaker

André Nijhof, Theo Bruijn, Olaf Fisscher, Jan Jonker, Edgar Karssing and Michiel Schoemaker

Chapter 10 in The Challenge of Organizing and Implementing Corporate Social Responsibility, 2006, pp 148-172 from Palgrave Macmillan

Abstract: Abstract The traditional divide between the state and the market is fading. Companies are increasingly, being held accountable for issues such as fair trade, environmental degradation and local or regional socioeconomic matters. They are being required to expand their corporate agenda, and the corporate world realizes that it cannot ignore society is demand for greater responsibility. It also recognizes that companies can themselves benefit from corporate social responsibility (CSR). When developing CSR the organization takes into account additional values and long-term responsibilities in order to meet the expectations and address the critical viewpoints of all parties involved. Implementing CSR requires a company’s perspective to be reoriented so that new relationships can be formed, new values defined and new strategies developed. This is more than just another business project. Ultimately, it involves revisiting the very core of the organization, and this poses some difficult challenges for organizations.

Keywords: Corporate Social Responsibility; Corporate Responsibility; Organizational Identity; External Stakeholder; Corporate Social Responsibility Practice (search for similar items in EconPapers)
Date: 2006
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-62635-5_10

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DOI: 10.1057/9780230626355_10

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