Mohamed Zairi
Juran Chair in TQM, Director of ECTQM, University of Bradford, UK

Ladda ner artikel

Ingår i: 11th QMOD Conference. Quality Management and Organizational Development Attaining Sustainability From Organizational Excellence to SustainAble Excellence; 20-22 August; 2008 in Helsingborg; Sweden

Linköping Electronic Conference Proceedings 33:1, s. 1-26

Visa mer +

Publicerad: 2008-12-09


ISSN: 1650-3686 (tryckt), 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.


CSR; Triple Bottom Line; Sustainability; Business Performance; Proposed Model


CSR: Proposal for a responsible and sustainable economy(La responsabilidad social de la empresa (RSE): propuesta para una nueva economía de la empresa responsable y sostenible); Real Academia de Ciencias Económicas y Financieras; June 2007

G.Pohle; J. Hittner (2008); Attaining Sustainable growth through Corporate Social responsibility; IBM Institute for Busienss Value; IBM; USA.

Grayson; D. et al (2008); A New Mindset for Corporate Sustainability; A White paper Sponsored by BT and Cisco; ; 2008; British Telecommunications plc and Cisco Systems.

GS Sustain; Goldman Sachs Global Investment Research; June 2007

Holme; R; Watts; P. (2000); Corporate Social Responsibility: making Good Business Sense; World Business Council for Sustainable Development; January 2000; Geneva. Switzerland (ISBN I 2-940240-078)

M. Friedman (1970); “The Social Responsibility of Business is to Increase its Profits”; The New York Times Magazine; September 13; 1970

MORI (2002); “The Public’s View of Social Responsibility”; Annual Corporate Social Responsibility study; Key Findings 2002 for BITC website; September 2002

Shaping the New Rules of Competition: UN Global Compact Participant Mirror; McKinsey & Company; July 2007

The Emergence of Total Responsibility Management Systems: J. Sainsbury’s (plc) Voluntary Responsibility Management Systems for Global Food Retail Supply Chain; Jennifer Leigh and Sandra Waddock; Business and Society Review 111; December 2006

Wayne; N; MacDonald; C. (2004); “Getting to the bottom of ‘triple bottom line’”; Business Ethics Quarterly; 14; No 2 (2004): 245

Citeringar i Crossref