Corporate Social responsibility as an organizational and managerial challenge: the forgotten legacy of the Corporate Social Responsiveness movement

Aurélien Acquier (), Thibault Daudigeos () and Bertrand Valiorgue ()
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Aurélien Acquier: ESCP-EAP - ESCP-EAP - Ecole Supérieure de Commerce de Paris
Thibault Daudigeos: Alternative forms of markets and organizations - MC - Management et Comportement - EESC-GEM Grenoble Ecole de Management
Bertrand Valiorgue: IFGE - Institut Français de Gouvernement des Entreprises - EM - EMLyon Business School, Pôle Stratégie et Gouvernance des Organisations - ESC Clermont-Ferrand - École Supérieure de Commerce (ESC) - Clermont-Ferrand

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Abstract: In spite of the rich contributions which it has made to recent scholarship, Business and Society research does not systematically address the organizational and managerial issues associated with corporate social responsibility (CSR) strategies and policies. In the 1970s, this very conclusion prompted the Harvard Business School to launch a research program focused on Corporate Social Responsiveness, although the content of the program has since been forgotten and/or overly simplified. This article explores the program's origins and content, assesses its contributions, and formulates hypotheses as to why the program was left behind. We contend that the Corporate Social Responsiveness program can assist with an analysis of the internal dynamics shaping how organizations institutionalize social and environmental issues.

Keywords: CSR; Sustainable Development; Corporate Social Responsiveness; History of Management; R. Ackerman and R. Bauer; Institutionalization (search for similar items in EconPapers)
Date: 2011
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Citations: View citations in EconPapers (12)

Published in M@n@gement, 2011, 14 (4), p. 222-250

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-00761039

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