The business case for corporate social responsibility
By Tamara Vlastelica-Bakić, Jelena O. Krstovic, Slavica Cicvarić-Kostić. 2012
445 citations recorded by the source corpus.
In addition to generating economic growth and competitiveness, modern society expects from companies active contribution to sustainable development of economy and society, as well as preservation of the environment. Corporate social responsibility as a business philosophy aims at achieving long-term benefits for the company and the society in which it operates. Although the concept of corporate social responsibility has already been accepted in both theory and practice, the goal of this paper is to underline the arguments and benefits of introducing the concept in business community. The paper presents the business case for corporate social responsibility through the presentation of the impact on the financial performance of the company, consumer behavior and ultimately on its reputation.
Subfields: Management, Monitoring, Policy and Law
View Paper: https://www.semanticscholar.org/paper/5ff286527a36ab1ba8e50161768683168495d88a
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Management, Monitoring, Policy and Law
Citations in the corpus
- Strategic perspectives of corporate sustainability management to develop a sustainable organization (2017, background): “Second, companies voluntarily pursue sustainability, either because they are ethically motivated (Wöhe and Döring, 2008) or because they expect economic benefits to be gained (Kurucz et al., 2008).”
- An Institution of Corporate Social Responsibility (CSR) in Multi-National Corporations (MNCs): Form and Implications (2012, background): “A recent review of the business case literature emphasized CSR as creating value for business in four ways: reducing costs and risk, creating competitive advantage, building reputation and legitimacy, and generating win-winwin outcomes (Kurucz et al., 2008).”
- Corporate Social Responsibility in Developing Countries as an Emerging Field of Study (2018, unknown): “The ‘business case’ for CSR (see Kurucz et al. 2008; Porter and Kramer 2006; Vogel 2005) takes this logic further by arguing that CSR and economic performance can be synergetic, and CSR and social involvement can be used to enhance the bottom line and economic viability.”
- Corporate social responsibility reporting in the cruise tourism industry: a performance evaluation using a new institutional theory based model (2016, background): “The CSR concept now encompasses a wide range of activities, related to ethical and sustainable business behaviour: CSR is increasingly viewed as a core business activity that transforms a company’s business model and operations (Carroll, 1999; Carroll & Shabana, 2010; Moura-Leite & Padgett, 2011).”
- Corporate social responsibility, board of directors, and firm performance: an analysis of their relationships (2014, background): “CSR activities may have a positive influence on performance for various reasons (Carroll and Shabana 2010; Kurucz et al. 2008).”
- Corporate social responsibility, real activities earnings management, and corporate governance: evidence from Korea (2016, background): “CSR activities can help gain and sustain competitive advantage by building a strong relationship with a firm’s related key stakeholders (Carroll and Shabana 2010).10 Freeman (1984) suggests stakeholder theory arguing that CSR activities create more benefits than costs by keeping a good relationship…”
- To Do Well by Doing Good: Improving Corporate Image Through Cause-Related Marketing (2012, background): “…creation by leveraging the gains in reputation and legitimacy that they achieve through cause-related marketing, it could improve consumer behavior, attract talented employees, and have a positive effect on the organizations’ financial performance (Carroll and Shabana, 2009; Kurucz et al., 2008).”