Strategically leveraging corporate social responsibility

Vallaster, Christine, Lindgreen, Adam and Maon, François (2012) Strategically leveraging corporate social responsibility. California Management Review, 54 (3). pp. 34-60. ISSN 0008-1256

Full content URL: http://dx.doi.org/10.1525/cmr.2012.54.3.34

Documents
CMR2012.pdf
[img]
[Download]
[img]
Preview
PDF
CMR2012.pdf - Whole Document

370kB
Item Type:Article
Item Status:Live Archive

Abstract

orporate social responsibility (CSR) is changing the rules of branding but it is unclear how. While the literature offers a range of approaches seeking insight to how to manage CSR-related issues, practitioners are left in a state of confusion when having to decide on how to tackle CSR in a way that benefits both the corporate brand and society at large. based on qualitative empirical research, this article offers a framework for companies to address CSR and their brands strategically, whether as entrepreneurs, performers, vocal converts, or quietly conscientious. We define these categories according to the level of involvement, integration, and the key initiator of the CSR focus. This article concludes with suggestions practitioners should keep in mind when aiming to balance stakeholder tensions and to achieve consistency in their corporate branding and CSR efforts.

Keywords:Corporate responsibility, Social responsibility, Qualitative research, Marketing, Corporate identity;, Studies
Subjects:N Business and Administrative studies > N100 Business studies
Divisions:Lincoln International Business School
ID Code:12484
Deposited On:30 Oct 2013 10:56

Repository Staff Only: item control page