Published: 2008-12-09
ISBN:
ISSN: 1650-3686 (print), 1650-3740 (online)
Purpose: As the debate on the merits and de-merits of Corporate Social Responsibility (CSR) rages on; it is clear that the existing business mindset has changed and the acceptance of a wider range of responsibilities for business is becoming more prevalent as a practice. There are pretentious arguments but also contentious issues that cannot be ignored in relation to CSR. The purpose of this paper is to examine the various schools of thought on CSR; to examine the arguments and logics presented and to try and enrich the current debate by presenting a new perspective.
Methodology/Approach: Through case study analysis; the paper focuses on the practices of two organisations often quoted as pioneers in CSR and examines the effectiveness of the models used by both BP and Starbucks. Findings The analysis of the two case studies involved has highlighted that CSR is a key driving force for modern competitiveness and acts as a catalyst for creating a competitive advantage.
Originality: This paper presents a fresh perspective which supports the notion that CSR has to make good business sense and the way to do so is have an integrated business perspective. Inspired by a description of CSR as “an exploratory journey towards the identification and creation of common benefits which demands commitment; co-operation and clear-sightedness from all involved” (Holme and Watts; 2000); the proposed model has been put together. The report published by The World Business Council for Sustainable Development specifically emphasises the importance of corporate values for driving the CSR agenda. The 5Cs in the proposed model are values-driven imperatives which will define what businesses must do; before evaluating what difference they must make.
