Corporate Social Responsibility Strategy Communication Governance 1st edition by Andreas Rasche, Mette Morsing, Jeremy Moon ISBN 1108161200 9781108161206

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ISBN 10: 1108161200
ISBN 13: 9781108161206
Author: Andreas Rasche, Mette Morsing, Jeremy Moon

This upper-level textbook offers an original and up-to-date introduction to issues in corporate social responsibility (CSR) from a global perspective. Written by an international team of experts, it guides students through key themes in CSR including strategy, communication, regulation and governance. Balancing critiques of CSR with a discussion of the opportunities it creates, it includes chapters devoted to critical issues such as human rights, anti-corruption, labour rights and the environment. Pedagogical features include customised case studies, study questions, key term highlighting, practitioner pieces and suggestions for further resources. The book is also complemented by a companion website featuring adaptable lecture slides, teaching notes for cases and links to related resources. Tailored for upper-level undergraduate and postgraduate courses on corporate social responsibility, sustainability and business ethics, it is also relevant to non-business courses in political science, international relations and communications.

Corporate Social Responsibility Strategy Communication Governance 1st Table of contents:

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Part I: Strategy and CSR
Introduction from the Editors

1. The Changing Role of Business in Global Society: CSR and Beyond
1.1 The Corporation in Society: Shifting Perspectives
1.2 Globalisation and CSR
1.3 CSR: Framing the Debate

• 1.3.1 What is CSR?
• 1.3.2 Other CSR Definitions
• 1.3.3 CSR as a Dynamic Concept
  1.4 CSR and Beyond: Related Concepts and Debates
  1.5 Why Do Corporations Engage in CSR?
  1.6 CSR: Strategy, Communication and Governance
  1.7 Case Study: Volkswagen: Engineering the Truth
  1.8 Chapter Summary
  Chapter Questions
  Further Resources

2. Historical Perspectives on Corporate Social Responsibility
2.1 Introduction
2.2 CSR Phenomena: Issues, Modes and Rationales

• 2.2.1 CSR Issues
• 2.2.2 CSR Modes
• 2.2.3 Rationales for CSR
  • 2.2.3.1 The Social Responsibility of Business Is to Create Wealth
  • 2.2.3.2 To Use Wealth Created by Business for Social Ends
  • 2.2.3.3 Business as a Vehicle for Social Responsibility
  • 2.2.3.4 CSR Legitimises Business to Society and Government
  • 2.2.3.5 CSR is a Vehicle for Wealth Creation
  • 2.2.3.6 CSR Is a Form of Governance
    2.3 CSR Actors: Society, Business and Government
• 2.3.1 Society Actors
• 2.3.3 Business Actors
• 2.3.4 Governmental Actors
  2.4 Three Phases of CSR Development
• 2.4.1 Industrialisation
• 2.4.2 The Rise of the Modern Corporation
• 2.4.3 Internationalisation
  2.5 Case Study: Marks and Spencer’s CSR: From Community to Global Responsibility?
• 2.5.1 Foundations and the First Century
• 2.5.2 The challenge of internationalisation
• 2.5.3 Taking Sustainability Seriously
  2.6 Chapter Summary
  Chapter Questions
  Further Resources

3. Strategic CSR: Ambitions and Critiques
3.1 The Strategic Turn in CSR
3.2 Antecedents of Strategic CSR

• 3.2.1 Corporate Social Responsiveness
• 3.2.2 The Business Case for CSR
  3.3 From Strategic Philanthropy to CSV
  3.4 Arguments for Strategic CSR
  3.5 Arguments against Strategic CSR
• 3.5.1 Legitimacy Issues
• 3.5.2 Value Blindness and Conceptual Confusion
• 3.5.3 Measures of Value and Social Impact
• 3.5.4 Compliance and the Big Picture
• 3.5.5 Delivering on Integration
  3.6 Combining Perspectives
  3.7 Case Study: Maersk Group and Shared Value
  3.8 Chapter Summary
  Chapter Questions
  Further Resources

4. Corporate Responsibility Strategies for Sustainability
4.1 Introduction
4.2 What Does Sustainability Mean?
4.3 Strategy #1: Denial Strategy
4.4 Strategy #2: Defensive Strategy
4.5 Strategy #3: Isolated Strategy
4.6 Strategy #4: Embedded Strategy
4.7 Strategy #5: Transformational Strategy
4.8 Case Study: Terracycle
4.9 Chapter Summary
Chapter Questions
Further Resources

5. Managing for Stakeholders in the Digital Age
5.1 Introduction
5.2 Stakeholder Theory in Brief

• 5.2.1 Business as Relationships Among Stakeholders
• 5.2.2 The Jointness of Stakeholder Interests
  5.3 Cultural Context and Historic Development of Stakeholder Models
  5.4 Stakeholder Theory in the Age of Technology
• 5.4.1 Advancements in Technology Call for a Stakeholder Approach
• 5.4.2 Organised Groups – Stronger Voices
• 5.4.3 Names and Faces – Emotional Bond
• 5.4.4 High Transparency – Always in the Spotlight
• 5.4.5 Dispersed Interactions – Blurred Boundaries
• 5.4.6 New Stakeholder Emerges – Virtual Stakeholder
• 5.4.7 ‘Yes, and …’ – the Epitome of Stakeholder Thinking
  5.5 Case Study: Monsanto
• 5.5.1 Company History: Success Driven by Innovation
• 5.5.2 Controversial Company Reputation: Biotech Move Did Not Help
• 5.5.3 Strong Support from some Stakeholder Groups
• 5.5.4 Neglecting Communities Negatively Affected Business
• 5.5.5 Ignoring Virtual Stakeholders Created Protests Against the Company
• 5.5.6 Monsanto Changes its Strategy and Starts a Dialogue with Communities
  5.6 Chapter Summary
  Chapter Questions
  Further Resources

6. Political CSR: The Corporation as a Political Actor
6.1 Introduction
6.2 ‘Political’ CSR: Governance Gaps, MSIs and Democracy

• 6.2.1 Governance Gaps
• 6.2.2 MSIs
• 6.2.3 Democracy
  6.3 Corporations and International Politics
• 6.3.1 National politics
• 6.3.2 International politics
  6.4 The Political Importance of Products and Services
  6.5 Case Study: Google Glass – The Future of Political Transparency?
  6.6 Chapter Summary
  Chapter Questions
  Further Resources
  Personal Reflection by Mads Øvlisen

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Part II: The Regulatory Dynamics of CSR
Introduction from the Editors

7. Standards for CSR: Legitimacy, Impact and Critique
7.1 Introduction: The Emergence of Private Regulation
7.2 CSR Standards: What’s in a Name?

• 7.2.1 Standardising CSR
• 7.2.2 Types of CSR Standard
• 7.2.3 Interactions of CSR Standards with Government-Based Regulation
  7.3 The Democratic Legitimacy of CSR Standards
• 7.3.1 Input Legitimacy
• 7.3.2 Output Legitimacy
  7.4 The Impact of CSR Standards: Greenwash or Transformative Change?
• 7.4.1 Impact on Adopting Firms
• 7.4.2 Impact on Consumers
• 7.4.3 Impact on Regulated Issues
  7.5 Critique of CSR Standards
• 7.5.1 The Multiplicity of CSR Standards
• 7.5.2 Lack of Inclusiveness in Standard Governance
• 7.5.3 The Limits of Certification
  7.6 Case Study: The UN Global Compact: Bluewashing Corporate Practices?
  7.7 Chapter Summary
  Chapter Questions
  Further Resources

8. Corporate Responsibility Reporting
8.1 Introduction
8.2 Definition, Development and Assurance

• 8.2.1 What is Corporate Responsibility Reporting?
• 8.2.2 How has Corporate Responsibility Reporting Evolved?
• 8.2.3 How can Corporate Responsibility Reports be Externally Assured?
  8.3 Rationales, Problems and Challenges
• 8.3.1 Why Do or Should Companies Engage in Corporate Responsibility Reporting?
• 8.3.2 What are the Problems and Challenges of Corporate Responsibility Reporting?
  8.4 Approaches to Governing Corporate Responsibility Reporting
• 8.4.1 Voluntary Corporate Responsibility Reporting
• 8.4.2 Mandatory Corporate Responsibility Reporting
  8.5 Country and Sector Developments
• 8.5.1 How has Corporate Responsibility Reporting Developed in Countries and Regions?
• 8.5.2 How has Corporate Responsibility Reporting Developed in Sectors?
  8.6 Case Study: The Global Reporting Initiative
  8.7 Chapter Summary
  Chapter Questions
  Further Resources

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Part III: Communication and CSR
Introduction from the Editors

11. CSR Communication: What Is It? Why Is It Important?
11.1 Introduction
11.2 A Key CSR Communication Dilemma: Desirable yet Risky

• 11.2.1 The Dilemma: To Communicate or Not To Communicate …
  11.3 A Distinguishing Feature of CSR Communication: Corporate Morality
• 11.3.1 Societal: Being Seen to Do Something to Improve Society
• 11.3.2 Sincere: Being Seen to Be Authentic about CSR
• 11.3.3 Transparent: Being Perceived as Not Trying to Hide Anything
  11.4 Managerial Strategies for CSR Communication
• 11.4.1 Three CSR Communication Strategies
  11.5 Three Phases in the Development of CSR Communication
• 11.5.1 The Instrumental Phase of CSR Communication
• 11.5.2 The Political Phase of CSR Communication
• 11.5.3 The Network Phase of CSR Communication
  11.6 Case Study: Nestlé Meets Greenpeace in Social Media Campaign
  11.7 Chapter Summary
  Chapter Questions
  Further Resources

12. CSR and Crisis Communication Strategies
12.1 Introduction: CSR as a Crisis Risk
12.2 The Context for CSR-Based Challenge Crises

• 12.2.1 Increasing Importance of Reputation and CSR
• 12.2.2 Linking CSR, Reputation and Crisis Communication
• 12.2.3 Emergence of Reputational Crises
• 12.2.4 Introducing the CSR-Based Challenge
  12.3 Dynamics of

Crisis Events and CSR Reputation Management

• 12.3.1 Crisis Event Impact on CSR Reputation
• 12.3.2 CSR Reputation Impact on Crisis Management
  12.4 Key Elements of Crisis Communication Strategy
• 12.4.1 Issues Management
• 12.4.2 Reputation Recovery
  12.5 Case Study: BP and the Deepwater Horizon Disaster
  12.6 Chapter Summary
  Chapter Questions
  Further Resources

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Andreas Rasche,Mette Morsing,Jeremy Moon,Corporate Social,Communication Governance