Corporate social responsibility as an organizational and managerial challenge: the forgotten legacy of the Corporate Social Responsiveness movement
Aurelien Acquier (),
Thibault Daudigeos and
Bertrand Valiorgue ()
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Aurelien Acquier: ESCP Europe - Ecole Supérieure de Commerce de Paris
Thibault Daudigeos: EESC-GEM - Grenoble Ecole de Management
Bertrand Valiorgue: 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; Corporate Social Responsiveness (search for similar items in EconPapers)
Date: 2011-12-01
Note: View the original document on HAL open archive server: https://hal.science/hal-05511805v1
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Published in M@n@gement, 2011, 14 (4), pp.221 - 250. ⟨10.3917/mana.144.0222⟩
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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05511805
DOI: 10.3917/mana.144.0222
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