Corporate Social Responsibility: Doing the Most Good for Your Company and Your Cause

By F. Perrini. 2006

1,114 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/89118a7d5ebae2e184d2b9a361aadc146a001a70

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In Strategy and Management

Citations in the corpus

To Do Well by Doing Good: Improving Corporate Image Through Cause-Related Marketing (2012, background): “Organizations engage in corporate social responsibility not only to fulfill their external obligations but also to increase their differentiation and competitiveness (Kotler and Lee 2005), develop new resources and capabilities (Branco and 260 J.”
How Perceived Corporate Social Responsibility Affects Employee Cynicism: The Mediating Role of Organizational Trust (2018, background): “CSR, or a company’s dedication to improving the well‐ being of society through non‐profitable business practices and resource contributions (Kotler and Lee 2005), conveys positive values and may therefore positively influence the general perception of company leaders in the eyes of the employees.”
Corporate Social Responsibility, Customer Orientation, and the Job Performance of Frontline Employees (2014, background): “In the search for additional levers to improve job performance, some managers have turned to corporate social responsibility (CSR; defined as discretionary business practices and contributions of corporate resources intended to improve societal well-being; Kotler and Lee 2005).”
The Effects of CSR on Customer Satisfaction and Loyalty in China: The Moderating Role of Corporate Image (2015, neutral): “Kotler and Lee [7] defined CSR as “a commitment to improve societal well-being through discretionary business practices and contributions of corporate resources”.”
Corporate Social Responsibility: An Empirical Investigation of U.S. Organizations (2009, background): “…journals (e.g., issue 1 of California Management Review, 2004; issue 1 of Journal of Management Studies, 2006) and books (e.g., Dunphy et al., 2003; Kotler and Lee, 2005), as well as practitioner discussions that argue, ‘‘not only is doing good the right thing to do, but it also leads to doing…”
Theoretical Perspectives on Corporate Social Responsibility Disclosure: A Critical Review (2015, background): “Kotler and Lee (2005) identify six major initiatives under which most CSR related activities fall generating a positive impact on the firm.”
Corporate Social Responsibility, Customer Satisfaction, and Market Value (2006, background): “As many as 90% of the Fortune 500 companies now have explicit CSR initiatives (Kotler and Lee 2004; Lichtenstein, Drumwright, and Bridgette 2004).”
The Effects of Corporate Social Responsibility on Customer Loyalty: The Mediating Effect of Reputation in Cooperative Banks Versus Commercial Banks in the Basque Country (2017, background): “Kotler and Lee (2005) defined CSR as a commitment to improve societal well-being through discretionary business practices and contributions of corporate resources.”
When Does Recognition Increase Charitable Behavior? Toward a Moral Identity-Based Model (2013, neutral): “One way nonprofits encourage charitable behaviors is through recognition of donors (Grace and Griffin 2006; Kotler and Lee 2005; Moore 2008).”
A review of the theories of corporate social responsibility: Its evolutionary path and the road ahead (2008, positive): “CSR had also been coupled with strategy literature and its relationship with market outcome had been made more explicit (Hart 1997; Kotler and Lee 2005; Orlitzky et al. 2003; Porter and Kramer 2002, 2006).”
Beyond inducement in climate change: Does environmental performance spur environmental technologies? (2013, positive): “In the last decades, this approach has successfully elaborated a framework that articulates the link between CSR and corporate financial performance (CFP) (Margolis and Walsh, 2003; Orlitzky et al., 2003; Porter and Kramer, 2002 and 2006, Kotler and Lee, 2005).”
Corporate Social Responsibility and Competitiveness within SMEs of the Fashion Industry: Evidence from Italy and France (2014, background): “In the last two decades, the debate on the strategic potential of CSR and the existence of a possible relationship between CSR and competitive edge has become increasingly relevant [9,19,26], and at the same time, studies on the business case for CSR have become increasingly focused [9,27–29].”