Coverart for item
The Resource Corporate social responsibility : a strategic perspective, David Chandler, (electronic resource)

Corporate social responsibility : a strategic perspective, David Chandler, (electronic resource)

Label
Corporate social responsibility : a strategic perspective
Title
Corporate social responsibility
Title remainder
a strategic perspective
Statement of responsibility
David Chandler
Creator
Subject
Language
eng
Summary
  • The goal of this book is to detail the core, defining principles of strategic corporate social responsibility (strategic CSR) that differentiate it from related concepts, such as CSR, sustainability, and business ethics. The foundation for these principles lies in a pragmatic philosophy, oriented around stakeholder theory and designed to appeal to managers skeptical of existing definitions and organizing principles of CSR, sustainability, or business ethics. It is also designed to stimulate thought within the community of academics committed to these ideas, but who approach them from more traditional perspectives. Most importantly, the goal of this book is to solidify the intellectual framework around an emerging concept, strategic CSR, which seeks to redefine the concept of value creation for business in the twenty-first century. Ultimately, therefore, the purpose of this book is radical--it aims to reform both business education and business practice. By building a theory that defines CSR as core to business operations and value creation (as opposed to peripheral practices that can be marginalized within the firm), these defining principles become applicable across the range of operational functions. In the process, they redefine how businesses approach each of these functions in practice, but also redefine how these subjects should be taught in business schools worldwide. As such, this book will hopefully be of value to instructors, as a complement to their work; students, as a guide in their education; and managers, as a framework to help respond to the complex set of pressures that they face every day
  • The goal of this book is to detail the core, defining principles of strategic corporate social responsibility (strategic CSR) that differentiate it from related concepts, such as CSR, sustainability, and business ethics. The foundation for these principles lies in a pragmatic philosophy, oriented around stakeholder theory and designed to appeal to managers skeptical of existing definitions and organizing principles of CSR, sustainability, or business ethics. It is also designed to stimulate thought within the community of academics committed to these ideas, but who approach them from more traditional perspectives. Most importantly, the goal of this book is to solidify the intellectual framework around an emerging concept, strategic CSR, which seeks to redefine the concept of value creation for business in the twenty-first century. Ultimately, therefore, the purpose of this book is radical--it aims to reform both business education and business practice. By building a theory that defines CSR as core to business operations and value creation (as opposed to peripheral practices that can be marginalized within the firm), these defining principles become applicable across the range of operational functions. In the process, they redefine how businesses approach each of these functions in practice, but also redefine how these subjects should be taught in business schools worldwide. As such, this book will hopefully be of value to instructors, as a complement to their work; students, as a guide in their education; and managers, as a framework to help respond to the complex set of pressures that they face every day
  • The goal of this book is to detail the core, defining principles of strategic corporate social responsibility (strategic CSR) that differentiate it from related concepts, such as CSR, sustainability, and business ethics. The foundation for these principles lies in a pragmatic philosophy, oriented around stakeholder theory and designed to appeal to managers skeptical of existing definitions and organizing principles of CSR, sustainability, or business ethics. It is also designed to stimulate thought within the community of academics committed to these ideas, but who approach them from more traditional perspectives. Most importantly, the goal of this book is to solidify the intellectual framework around an emerging concept, strategic CSR, which seeks to redefine the concept of value creation for business in the twenty-first century. Ultimately, therefore, the purpose of this book is radical--it aims to reform both business education and business practice. By building a theory that defines CSR as core to business operations and value creation (as opposed to peripheral practices that can be marginalized within the firm), these defining principles become applicable across the range of operational functions. In the process, they redefine how businesses approach each of these functions in practice, but also redefine how these subjects should be taught in business schools worldwide. As such, this book will hopefully be of value to instructors, as a complement to their work; students, as a guide in their education; and managers, as a framework to help respond to the complex set of pressures that they face every day
  • Annotation
  • The goal of this book is to detail the core, defining principles of strategic corporate social responsibility (strategic CSR) that differentiate it from related concepts, such as CSR, sustainability, and business ethics. The foundation for these principles lies in a pragmatic philosophy, oriented around stakeholder theory and designed to appeal to managers skeptical of existing definitions and organizing principles of CSR, sustainability, or business ethics. It is also designed to stimulate thought within the community of academics committed to these ideas, but who approach them from more traditional perspectives. Most importantly, the goal of this book is to solidify the intellectual framework around an emerging concept, strategic CSR, which seeks to redefine the concept of value creation for business in the twenty-first century. Ultimately, therefore, the purpose of this book is radical--it aims to reform both business education and business practice. By building a theory that defines CSR as core to business operations and value creation (as opposed to peripheral practices that can be marginalized within the firm), these defining principles become applicable across the range of operational functions. In the process, they redefine how businesses approach each of these functions in practice, but also redefine how these subjects should be taught in business schools worldwide. As such, this book will hopefully be of value to instructors, as a complement to their work; students, as a guide in their education; and managers, as a framework to help respond to the complex set of pressures that they face every day
Member of
Cataloging source
CaBNVSL
http://library.link/vocab/creatorDate
1969-
http://library.link/vocab/creatorName
Chandler, David
Dewey number
658.408
LC call number
HD60
LC item number
.C423 2015
Series statement
Principles for responsible management education collection,
http://library.link/vocab/subjectName
Social responsibility of business
Summary expansion
The goal of this project is to detail the core, defining principles of strategic CSR that differentiate it as a concept from the rest of the CSR/sustainability/business ethics field. It is designed to be a provocative piece, but one that solidifies the intellectual framework around an emerging concept--strategic CSR.The foundation for these principles comes from my perspective as a management professor within the business school. As such, it is a pragmatic philosophy, oriented around stakeholder theory, that is designed to persuade business leaders who are skeptical of existing definitions and organizing principles of CSR, sustainability, or business ethics. It is also designed to stimulate thought within the community of intellectuals and business school administrators committed to these issues, but who approach them from more traditional perspectives. Ultimately, therefore, the purpose of the strategic CSR concept (and this book) is radical--it aims to redefine both business education and business practice. By building a theory that defines CSR as core to business operations and value creation (as opposed to peripheral practices that can be marginalized within the firm), these defining principles become applicable across the range of operational functions. As such, they redefine how businesses approach these functions in practice, but also redefine how these subjects should be taught in business schools
Label
Corporate social responsibility : a strategic perspective, David Chandler, (electronic resource)
Instantiates
Publication
Note
Part of: 2014 digital library
Bibliography note
Includes bibliographical references (pages 157-166) and index
Contents
  • Principle 1. Business equals social progress -- Principle 2. Shareholders do not own the firm -- Principle 3. Identifying stakeholders is easy; prioritizing stakeholder interests is difficult -- Principle 4. CSR is not solely a corporate responsibility -- Principle 5. Market-based solutions are optimal -- Principle 6. Profit = economic value + social value -- Principle 7. The free market is an illusion -- Principle 8. Scale matters; only business can save the planet -- Principle 9. Strategic CSR is not an option; it is business -- Principle 10. Milton Friedman was right; the social responsibility of business is business -- Conclusion. Strategic CSR as value creation -- About the author -- Notes -- References -- Index
  • Principle 1. Business equals social progress -- Principle 2. Shareholders do not own the firm -- Principle 3. Identifying stakeholders is easy; prioritizing stakeholder interests is difficult -- Principle 4. CSR is not solely a corporate responsibility -- Principle 5. Market-based solutions are optimal -- Principle 6. Profit = economic value + social value -- Principle 7. The free market is an illusion -- Principle 8. Scale matters; only business can save the planet -- Principle 9. Strategic CSR is not an option; it is business -- Principle 10. Milton Friedman was right; the social responsibility of business is business -- Conclusion. Strategic CSR as value creation -- About the author -- Notes -- References -- Index
  • Principle 1. Business equals social progress -- Principle 2. Shareholders do not own the firm -- Principle 3. Identifying stakeholders is easy; prioritizing stakeholder interests is difficult -- Principle 4. CSR is not solely a corporate responsibility -- Principle 5. Market-based solutions are optimal -- Principle 6. Profit = economic value + social value -- Principle 7. The free market is an illusion -- Principle 8. Scale matters; only business can save the planet -- Principle 9. Strategic CSR is not an option; it is business -- Principle 10. Milton Friedman was right; the social responsibility of business is business -- Conclusion. Strategic CSR as value creation -- About the author -- Notes -- References -- Index
  • Principle 1. Business equals social progress -- Principle 2. Shareholders do not own the firm -- Principle 3. Identifying stakeholders is easy; prioritizing stakeholder interests is difficult -- Principle 4. CSR is not solely a corporate responsibility -- Principle 5. Market-based solutions are optimal -- Principle 6. Profit = economic value + social value -- Principle 7. The free market is an illusion -- Principle 8. Scale matters; only business can save the planet -- Principle 9. Strategic CSR is not an option; it is business -- Principle 10. Milton Friedman was right; the social responsibility of business is business -- Conclusion. Strategic CSR as value creation -- About the author -- Notes -- References -- Index
Control code
OCM1bookssj0001408925
Dimensions
unknown
Edition
First edition.
Extent
1 online resource (xxxv, 171 pages)
Governing access note
License restrictions may limit access
Isbn
9781606499146
Specific material designation
remote
System control number
(WaSeSS)ssj0001408925
System details
  • Mode of access: World Wide Web
  • System requirements: Adobe Acrobat reader
Label
Corporate social responsibility : a strategic perspective, David Chandler, (electronic resource)
Publication
Note
Part of: 2014 digital library
Bibliography note
Includes bibliographical references (pages 157-166) and index
Contents
  • Principle 1. Business equals social progress -- Principle 2. Shareholders do not own the firm -- Principle 3. Identifying stakeholders is easy; prioritizing stakeholder interests is difficult -- Principle 4. CSR is not solely a corporate responsibility -- Principle 5. Market-based solutions are optimal -- Principle 6. Profit = economic value + social value -- Principle 7. The free market is an illusion -- Principle 8. Scale matters; only business can save the planet -- Principle 9. Strategic CSR is not an option; it is business -- Principle 10. Milton Friedman was right; the social responsibility of business is business -- Conclusion. Strategic CSR as value creation -- About the author -- Notes -- References -- Index
  • Principle 1. Business equals social progress -- Principle 2. Shareholders do not own the firm -- Principle 3. Identifying stakeholders is easy; prioritizing stakeholder interests is difficult -- Principle 4. CSR is not solely a corporate responsibility -- Principle 5. Market-based solutions are optimal -- Principle 6. Profit = economic value + social value -- Principle 7. The free market is an illusion -- Principle 8. Scale matters; only business can save the planet -- Principle 9. Strategic CSR is not an option; it is business -- Principle 10. Milton Friedman was right; the social responsibility of business is business -- Conclusion. Strategic CSR as value creation -- About the author -- Notes -- References -- Index
  • Principle 1. Business equals social progress -- Principle 2. Shareholders do not own the firm -- Principle 3. Identifying stakeholders is easy; prioritizing stakeholder interests is difficult -- Principle 4. CSR is not solely a corporate responsibility -- Principle 5. Market-based solutions are optimal -- Principle 6. Profit = economic value + social value -- Principle 7. The free market is an illusion -- Principle 8. Scale matters; only business can save the planet -- Principle 9. Strategic CSR is not an option; it is business -- Principle 10. Milton Friedman was right; the social responsibility of business is business -- Conclusion. Strategic CSR as value creation -- About the author -- Notes -- References -- Index
  • Principle 1. Business equals social progress -- Principle 2. Shareholders do not own the firm -- Principle 3. Identifying stakeholders is easy; prioritizing stakeholder interests is difficult -- Principle 4. CSR is not solely a corporate responsibility -- Principle 5. Market-based solutions are optimal -- Principle 6. Profit = economic value + social value -- Principle 7. The free market is an illusion -- Principle 8. Scale matters; only business can save the planet -- Principle 9. Strategic CSR is not an option; it is business -- Principle 10. Milton Friedman was right; the social responsibility of business is business -- Conclusion. Strategic CSR as value creation -- About the author -- Notes -- References -- Index
Control code
OCM1bookssj0001408925
Dimensions
unknown
Edition
First edition.
Extent
1 online resource (xxxv, 171 pages)
Governing access note
License restrictions may limit access
Isbn
9781606499146
Specific material designation
remote
System control number
(WaSeSS)ssj0001408925
System details
  • Mode of access: World Wide Web
  • System requirements: Adobe Acrobat reader

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