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Strategic Corporate Social Responsibility
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Strategic Corporate Social Responsibility
Sustainable Value Creation

Fourth Edition


October 2021 | 496 pages | SAGE Texts
A comprehensive manual for CSR in the international context but with globally applicable principles.

Since enterprises have become aware of the central role of social responsibility in the world of business, corporate social responsibility is no longer a separate operation which functions in addition to the purpose of the company. Increasingly, CSR has become a core strategic mechanism which determines the fundamental ideals of a company and hence how the company creates value in the larger marketplace. This new 4th edition of Strategic Corporate Social Responsibility introduces students to the subject keeping the idea of value creation and the strategic role of CSR firmly at its centre. It addresses the various issues and theoretical aspects of CSR and treats them as integral to the function of an enterprise in the modern world. It urges students and practitioners to look at CSR through a variety of different perspectives and thus forms a holistic idea of the subject.

Key Features:

• Detailed coverage of theoretical background to help students understand the context behind the topics discussed 

• In-depth discussion of various fundamental concepts in CSR which introduces students to the principal issues in the implementation of CSR

• Real-world case studies and debates to introduce students to realistic scenarios and innovative solutions

• Chapters on sustainability and contemporary issues in CSR to make the book increasingly relevant in the rapidly changing modern business climate
 
Glossary
 
Preface: Why CSR Matters
 
Plan of the Book
 
Acknowledgements
 
PART I Corporate Social Responsibility
 
What Is CSR?
 
The Driving Forces of CSR
 
Corporate Rights and Responsibilities
 
PART I Case Study: Religion
 
Next Steps
 
PART II A Stakeholder Perspective
 
Stakeholder Theory
 
Corporate Stakeholder Responsibility
 
Who Owns the Corporation?
 
PART II Case Study: Impact Investing
 
Next Steps
 
PART III: An Economic Perspective
 
The Pursuit of Profit
 
Incentives and Compliance
 
Accountability
 
PART III Case Study: Financial Crisis
 
Next Steps
 
PART IV A Strategic Perspective
 
Strategy + CSR
 
CSR as a Strategic Filter
 
Strategic CSR
 
PART IV Case Study: Supply Chain
 
Next Steps
 
PART V: A Sustainable Perspective
 
Sustainability
 
Implementing CSR
 
Sustainable Value Creation
 
PART V Case Study: Employees
 
Endnotes
 
Company Index
 
Subject Index
Key features

KNEW TO THIS EDITION

  • A new 15-chapter structure is designed for more effective application throughout a long semester.
  • Greater focus on the unique concept of sustainable value creation unpacks how corporations can redirect their efforts in a way that creates value for the firm’s broad range of stakeholders.
  • New content includes extended discussions around the question Who owns the corporation? and covers behavioral economics, stakeholder prioritization, and value creation. The book’s end-of-chapter review questions and Strategic CSR Debate motions encourage classroom discussions and foster critical thinking skills among students.
  • Five extended and updated cases explore controversial CSR issues through the lenses of religion, impact investing, the financial crisis, supply chain management, and employee welfare.
  • Thoroughly updated content, including new discussions of the COP21 UN agreement in Paris, resilience, social impact bonds, and nudge economics, ensures that readers are up-to-date with the latest CSR discussions.

KEY FEATURES

  • This textbook's unique approach redefines CSR as central to the value-creating purpose of the firm to show readers in both business education and business practice how firms that are good at CSR do it, and how others can improve.
  • Each of the book's 15 chapters and five cases has a Strategic CSR Debate Motion, as well as five Questions for Discussion and Review, that bring the scope and complexity of CSR to life in the classroom.
  • An international perspective, supported by multiple examples, emphasizes the multi-cultural challenges of CSR and conducting business in a global context.

The fourth edition of ‘Strategic CSR’ is a complete revision of the third edition. Beyond the usual updates, new Figures and Tables, and other unique ideas, the book has been radically re-organized. While the third edition had two parts and eight chapters, the fourth edition has five parts (each of which contains three chapters and a case-study). These changes are detailed below in the new Table of Contents. While the core of many of these chapters was drawn from material in the third edition, there are new parts in each chapter; there are also completely new chapters.

 This re-organization was made primarily in response to demand from instructors to adapt the book for easier assignment over a long semester of 16 classes. In essence, a larger number of shorter chapters was preferred to a smaller number of longer chapters. As part of this re-organization, the CSR Newsletters and many of the case-studies have been removed from the text. The Newsletters are archived and freely available on the author’s blog (http://strategiccsr-sage.blogspot.com/), while the case-studies not included in the 4e are accessible to instructors on Sage’s companion website to the text. As a result of these changes, overall the 4e is 15-20 percent shorter than the 3e.

 The fourth edition of Strategic CSR is titled: Strategic Corporate Social Responsibility: Sustainable Value Creation.’ This title reflects the gradual movement of the book towards the ideas that are fundamental to CSR – value creation for the firm’s broad range of stakeholders. Talking about CSR in this way moves it from the periphery of the firm, to being central to strategic planning and core operations (and therefore central to everything the CEO and senior executives do). As such, this title better reinforces the book’s core philosophical message, while better positioning it for use as a core text across a range of functional areas.

David Chandler

David Chandler (david.chandler@ucdenver.edu) is Associate Professor of Management at the University of Colorado Denver Business School. His research focuses on the dynamic interface between the firm and its institutional environment. His research has been published in Administrative Science Quarterly, Organization Science, Academy of Management Review, Journal of Management, and Strategic Organization. Additional related publications include the book Corporate Social Responsibility: A Strategic Perspective (Business Expert Press, 2014). He received his PhD in Management from The University of Texas at Austin. More About Author

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ISBN: 9789354791253
₹850.00