Corporate social responsibility

Corporate social responsibility (CSR, also called corporate conscience, corporate citizenship or responsible
business)[1] is a form of corporate self-regulation integrated into a business model. CSR policy functions as a self-regulatory
mechanism whereby a business monitors and ensures its active compliance with the spirit of the law, ethical standards and
national or international norms. With some models, a firm's implementation of CSR goes beyond compliance and engages in
"actions that appear to further some social good, beyond the interests of the firm and that which is required by law." [2][3] The
aim is to increase long-term profits through positive public relations, high ethical standards to reduce business and legal risk,
and shareholder trust by taking responsibility for corporate actions. CSR strategies encourage the company to make a
positive impact on the environment and stakeholders including consumers, employees, investors, communities, and others.
Proponents argue that corporations increase long-term profits by operating with a CSR perspective, while critics argue that
CSR distracts from businesses' economic role. A 2000 study compared existing econometric studies of the relationship
between social and financial performance, concluding that the contradictory results of previous studies reporting positive,
negative, and neutral financial impact, were due to flawed empirical analysis and claimed when the study is properly
specified, CSR has a neutral impact on financial outcomes.[4]
Critics[5][6] questioned the "lofty" and sometimes "unrealistic expectations" in CSR. [7] or that CSR is merely window-dressing, or
an attempt to pre-empt the role of governments as a watchdog over powerful multinational corporations.
Political sociologists became interested in CSR in the context of theories of globalization, neoliberalism and late capitalism.
Some sociologists viewed CSR as a form of capitalist legitimacy and in particular point out that what began as a social
movement against uninhibited corporate power was transformed by corporations into a 'business model' and a 'risk
management' device, often with questionable results.[8]
CSR is titled to aid an organization's mission as well as a guide to what the company stands for its consumers. Business
ethics is the part of applied ethics that examines ethical principles and moral or ethical problems that can arise in a business
environment. ISO 26000 is the recognized international standard for CSR. Public sector organizations (the United Nations
for example) adhere to the triple bottom line (TBL). It is widely accepted that CSR adheres to similar principles, but with no
formal act of legislation.
Contents
[hide]

1Definition

2Consumer perspectives

3Approaches
o

4Scope
o

3.1Cost-benefit analysis

4.1Supply chain

5Implementation
o

5.1Engagement plan

5.2Accounting, auditing and reporting

5.3Ethics training

5.4Common actions

5.5Social license

6Potential business benefits

o

6.1Triple bottom line

6.2Human resources

6.3Risk management

6.4Brand differentiation

6.5Reduced scrutiny

6.6Supplier relations

7Criticisms and concerns

o

7.1Nature of business

7.2Motives

7.3Misdirection

7.4Controversial industries

7.5The Kizhakkambalam takeover

8Negative impact of corporate psychopathy

9Stakeholder influence

9.1Ethical consumerism

9.2Socially responsible investing

9.3Shareholder advocacy

9.4Creating shared value

9.5Public policies

9.6Crises and their consequences

10Geography
o

10.1UK retail sector

11See also

12References
o

12.1Notes

12.2Sources

13External links

Definition[edit]
The term "corporate social responsibility" became popular in the 1960s and has remained a term used indiscriminately by
many to cover legal and moral responsibility more narrowly construed.[9]
Business Dictionary defines CSR as "A companys sense of responsibility towards the community and environment (both
ecological and social) in which it operates. Companies express this citizenship (1) through their waste and pollution
reduction processes, (2) by contributing educational and social programs and (3) by earning adequate returns on the
employed resources."[10]
A broader definition expands from a focus on stakeholders to include philanthropy and volunteering.[11]

Consumer perspectives[edit]
Most consumers agree that while achieving business targets, companies should do CSR at the same time. [12] Most
consumers believe companies doing charity will receive a positive response. [13] Somerville also found that consumers are
loyal and willing to spend more on retailers that support charity. Consumers also believe that retailers selling local products
will gain loyalty.[14] Smith (2013)[15] shares the belief that marketing local products will gain consumer trust. However,
environmental efforts are receiving negative views given the belief that this would affect customer service. [14] Oppewal et al.
(2006) found that not all CSR activities are attractive to consumers. [16] They recommended that retailers focus on one activity.
[17]
Becker-Olsen (2006)[18] found that if the social initiative done by the company is not aligned with other company goals it will
have a negative impact. Mohr et al.(2001)[19] and Groza et al. (2011) [20] also emphasise the importance of reaching the
consumer.

Approaches[edit]

CSR Approaches

Some commentators have identified a difference between the Canadian (Montreal school of CSR), theContinental
European and the Anglo-Saxon approaches to CSR.[21] It is said that for Chinese consumers, a socially responsible company
makes safe, high-quality products; for Germans it provides secure employment; in South Africa it makes a positive
contribution to social needs such as health care and education. [22] And even within Europe the discussion about CSR is very
heterogeneous.[23]
A more common approach to CSR is corporate philanthropy. This includes monetary donations and aid given to nonprofit
organizations and communities. Donations are made in areas such as the arts, education, housing, health, social welfare
and the environment, among others, but excluding political contributions and commercial event sponsorship. [24]

Another approach to CSR is to incorporate the CSR strategy directly into operations. For instance, procurement of Fair
Trade tea and coffee.
Creating Shared Value, or CSV is based on the idea that corporate success and social welfare are interdependent. A
business needs a healthy, educated workforce, sustainable resources and adept government to compete effectively. For
society to thrive, profitable and competitive businesses must be developed and supported to create income, wealth, tax
revenues and philanthropy. The Harvard Business Review article Strategy & Society: The Link between Competitive
Advantage and Corporate Social Responsibility provided examples of companies that have developed deep linkages
between their business strategies and CSR.[25] CSV acknowledges trade-offs between short-term profitability and social or
environmental goals, but emphasizes the opportunities for competitive advantage from building a social value proposition
into corporate strategy. CSV gives the impression that only two stakeholders are important - shareholders and consumers.
Many companies employ benchmarking to assess their CSR policy, implementation and effectiveness. Benchmarking
involves reviewing competitor initiatives, as well as measuring and evaluating the impact that those policies have on society
and the environment, and how others perceive competitor CSR strategy.[26]

Cost-benefit analysis[edit]
In competitive markets cost-benefit analysis of CSR initiatives, can be examined using a resource-based view (RBV).
According to Barney (1990) "formulation of the RBV, sustainable competitive advantage requires that resources be valuable
(V), rare (R), inimitable (I) and non-substitutable (S)." [27][28] A firm introducing a CSR-based strategy might only sustain high
returns on their investment if their CSR-based strategy could not be copied (I). However, should competitors imitate such a
strategy, that might increase overall social benefits. Firms that choose CSR for strategic financial gain are also acting
responsibly.[3]
RBV presumes that firms are bundles of heterogeneous resources and capabilities that are imperfectly mobile across firms.
This imperfect mobility can produce competitive advantages for firms that acquire immobile resources. McWilliams and
Siegel (2001) examined CSR activities and attributes as a differentiation strategy. They concluded that managers can
determine the appropriate level of investment in CSR by conducting cost benefit analysis in the same way that they analyze
other investments.
Reinhardt (1998) found that a firm engaging in a CSR-based strategy could only sustain an abnormal return if it could
prevent competitors from imitating its strategy.[29]

Scope[edit]
Initially, CSR emphasized the official behavior of individual firms. Later, it expanded to include supplier behavior and the
uses to which products were put and how they were disposed of after they lost value.

Supply chain[edit]
Incidents like the 2013 Savar building collapse pushed companies to consider how the behavior of their suppliers impacted
their overall impact on society. Irresponsible behavior reflected on both the misbehaving firm, but also on its corporate
customers. Supply chain management expanded to consider the CSR context. Wieland and Handfield (2013) suggested that
companies need to include social responsibility in their reviews of component quality. They highlighted the use of technology
in improving visibility across thesupply chain.[30]

Implementation[edit]
CSR may be based within the human resources, business development or public relations departments of an organisation,
[11]
or may be a separate unit reporting to the CEO or the board of directors. Some companies approach CSR without a
clearly defined team or programme. For example, see the ethnographic study of social responsibility as a subjective state,
conducted in a UK-based multi-national corporation. Results revealed four different modes of moral commitment to social
responsibility and sustainability, with the 'Conformist' mode representing the majority of employees. Some of these were in
formal CSR roles. Interestingly, support was found for the notion of corporate social entrepreneurship: a minority of
employees, driven by their dominant self-transcendent values. These individuals had enlarged their own job roles of their
own volition and were progressing a social agenda, in addition to their formal job role to achieve the company's profit
targets.[31]

Engagement plan[edit]
An engagement plan can assist in reaching a desired audience. A corporate social responsibility individual or team plans
the goals and objectives of the organization. As with any corporate activity, a defined budget demonstrates commitment and
scales the program's relative importance.

Accounting, auditing and reporting[edit]

Main article: Social accounting

Social accounting is the communication of social and environmental effects of a company's economic actions to particular
interest groups within society and to society at large. [32]
Social accounting emphasizes the notion of corporate accountability. Crowther defines social accounting as "an approach to
reporting a firms activities which stresses the need for the identification of socially relevant behavior, the determination of
those to whom the company is accountable for its social performance and the development of appropriate measures and
reporting techniques."[33] Reporting guidelines and standards serve as frameworks for social accounting, auditing and
reporting:

AccountAbility's AA1000 standard, based on John Elkington's triple bottom

line (3BL) reporting

The Prince's Accounting for Sustainability Project's Connected Reporting

Framework[34]

The Fair Labor Association conducts audits based on its Workplace Code of
Conduct and posts audit results on the FLA website.

The Fair Wear Foundation verifies labour conditions in companies' supply chains,
using interdisciplinary auditing teams.

Global Reporting Initiative's Sustainability Reporting Guidelines

Economy for the Common Good's Common Good Balance Sheet[35]

GoodCorporation's standard[36] developed in association with the Institute of

Business Ethics

Synergy Codethic 26000[37] Social Responsibility and Sustainability Commitment

Management System (SRSCMS) Requirements Ethical Business Best Practices
of Organizations - the necessary management system elements to obtain a
certifiable ethical commitment management system. The standard scheme has
been build around ISO 26000 and UNCTAD Guidance on Good Practices in
Corporate Governance.The standard is applicable by any type of organization.;

Earthcheck Certification / Standard

Social Accountability International's SA8000 standard

Standard Ethics Aei guidelines

The ISO 14000 environmental management standard

The United Nations Global Compact requires companies to communicate on their

progress[38] (or to produce a Communication on Progress, COP), and to describe the
company's implementation of the Compact's ten universal principles. [39]

The United Nations Intergovernmental Working Group of Experts on International

Standards of Accounting and Reporting (ISAR) provides voluntary technical
guidance on eco-efficiency indicators,[40] corporate responsibility reporting,[41] and
corporate governance disclosure.[42]

The FTSE Group publishes the FTSE4Good Index, an evaluation of CSR

performance of companies.

EthicalQuote (CEQ) tracks reputation of the worlds largest companies on

Environmental, Social, Governance (ESG), Corporate Social Responsibility, ethics
and sustainability.

The Islamic Reporting Initiative (IRI) is a not-for-profit organization which leads the
creation of the IRI framework; the guiding integrated CSR reporting framework
based onIslamic principles and values.[43]

In nations such as France, legal requirements for social accounting, auditing and reporting exist, though international or
national agreement on meaningful measurements of social and environmental performance has not been achieved. Many
companies produce externally audited annual reports that cover Sustainable Development and CSR issues ("Triple Bottom
Line Reports"), but the reports vary widely in format, style, and evaluation methodology (even within the same industry).
Critics dismiss these reports as lip service, citing examples such as Enron's yearly "Corporate Responsibility Annual Report"
and tobacco companies' social reports.
In South Africa, as of June 2010, all companies listed on the Johannesburg Stock Exchange (JSE) were required to produce
an integrated report in place of an annual financial report and sustainability report.[44] An integrated report reviews
environmental, social and economic performance alongside financial performance. This requirement was implemented in the
absence of formal or legal standards. An Integrated Reporting Committee (IRC) was established to issue guidelines for good
practice.

Ethics training[edit]
The rise of ethics training inside corporations, some of it required by government regulation, has helped CSR to spread. The
aim of such training is to help employees make ethical decisions when the answers are unclear.[45] The most direct benefit is
reducing the likelihood of "dirty hands",[46] fines and damaged reputations for breaching laws or moral norms. Organizations
see increased employee loyalty and pride in the organization. [47]

Common actions[edit]
Common CSR actions include:[48]

Environmental sustainability: recycling, waste management, water management,

renewable energy, reusable materials, 'greener' supply chains, reducing paper use
and adopting Leadership in Energy and Environmental Design (LEED) building
standards.[49][50][51]

Community involvement: This can include raising money for local charities,
providing volunteers, sponsoring local events, employing local workers, supporting
local economic growth, engaging in fair trade practices, etc. [52][53]

Ethical marketing: Companies that ethically market to consumers are placing a

higher value on their customers and respecting them as people who are ends in
themselves. They do not try to manipulate or falsely advertise to potential
consumers. This is important for companies that want to be viewed as ethical.

Social license[edit]
Social license refers to a local communitys acceptance or approval of a company. Social license exists outside formal
regulatory processes. Social license can nevertheless be acquired through timely and effective communication, meaningful
dialogue and ethical and responsible behavior.
Displaying commitment to CSR is one way to achieve social license, by enhancing a companys reputation. [54]

Potential business benefits[edit]

A large body of literature exhorts business to adopt measures non-financial measures of success (e.g., Deming's Fourteen
Points, balanced scorecards). While CSR benefits are hard to quantify, Orlitzky, Schmidt and Rynes [55] found a correlation
between social/environmental performance and financial performance.
The business case for CSR[56] within a company employs one or more of these arguments:

Triple bottom line[edit]

"People, planet and profit", also known as the triple bottom line form one way to evaluate CSR. "People" refers to fair labour
practices, the community and region where the business operates. "Planet" refers to sustainable environmental

practices. Profit is the economic value created by the organization after deducting the cost of all inputs, including the cost of
the capital (unlike accounting definitions of profit).[57][58]
This measure was claimed to help some companies be more conscious of their social and moral responsibilities. [59] However,
critics claim that it is selective and substitutes a company's perspective for that of the community. Another criticism is about
the absence of a standard auditing procedure.[60]
The term was coined by John Elkington in 1994.[58]

Human resources[edit]
A CSR program can be an aid to recruitment and retention,[61][62] particularly within the competitive graduate student market.
Potential recruits often consider a firm's CSR policy. CSR can also help improve the perception of a company among its
staff, particularly when staff can become involved through payroll giving, fundraising activities or community volunteering.
CSR has been credited with encouraging customer orientation among customer-facing employees. [63]

Risk management[edit]
Managing risk is an important executive responsibility. Reputations that take decades to build up can be ruined in hours
through corruption scandals or environmental accidents.[64] These draw unwanted attention from regulators, courts,
governments and media. CSR can limit these risks.[65]

Brand differentiation[edit]
CSR can help build customer loyalty based on distinctive ethical values. [66] Some companies use their commitment to CSR
as their primary positioning tool, e.g., The Co-operative Group, The Body Shop and American Apparel[67]
Some companies use CSR methodologies as a strategic tactic to gain public support for their presence in global markets,
helping them sustain a competitive advantage by using their social contributions as another form of advertising. [68]

Reduced scrutiny[edit]
Corporations are keen to avoid interference in their business through taxation and/or regulations. A CSR program can
persuade governments and the public that a company takes health and safety, diversity and the environment seriously,
reducing the likelihood that company practices will be closely monitored.

Supplier relations[edit]
Appropriate CSR programs can increase the attractiveness of supplier firms to potential customer corporations. E.g., a
fashion merchandiser may find value in an overseas manufacturer that uses CSR to establish a positive imageand to
reduce the risks of bad publicity from uncovered misbehavior.

Criticisms and concerns[edit]

CSR concerns include its relationship to the purpose of business and the motives for engaging in it.

Nature of business[edit]
Milton Friedman and others argued that a corporation's purpose is to maximize returns to its shareholders and that obeying
the laws of the jurisdictions within which it operates constitutes socially responsible behavior.[69]
While some CSR supporters claim that companies practicing CSR, especially in developing countries, are less likely to
exploit workers and communities, critics claim that CSR itself imposes outside values on local communities with
unpredictable outcomes.[70]
Better governmental regulation and enforcement, rather than voluntary measures, are an alternative to CSR that moves
decision-making and resource allocation from public to private bodies. [71] However, critics claim that effective CSR must be
voluntary as mandatory social responsibility programs regulated by the government interferes with peoples own plans and
preferences, distorts the allocation of resources, and increases the likelihood of irresponsible decisions. [72]

Motives[edit]

A story of CSR promoted by Azim Premji Foundation in India[73]

Some critics believe that CSR programs are undertaken by companies to distract the public from ethical questions posed by
their core operations. They argue that the reputational benefits that CSR companies receive (cited above as a benefit to the
corporation) demonstrate the hypocrisy of the approach. [74]

Misdirection[edit]
Another concern is that sometimes companies use CSR to direct public attention away from other, harmful business
practices. For example, McDonald's Corporation positioned its association with Ronald McDonald House as CSR[75] while its
meals have been accused of promoting poor eating habits.[76]

Controversial industries[edit]
Industries such as tobacco, alcohol or munitions firms make products that damage their consumers and/or the environment.
Such firms may engage in the same philanthropic activities as those in other industries. This duality complicates
assessments of such firms with respect to CSR.[77]

The Kizhakkambalam takeover[edit]

A textile company called Kitex has taken over the administration of an entire Indian village called Kizhakkambalam near
Cochin by winning the local body elections. Environmentalists and mainstream politicians of India point out that this can lead
to a dangerous precedent because the company got actively involved in CSR only after they were caught red-handed in
polluting the village.[78]

Negative impact of corporate psychopathy[edit]

Main article: Psychopathy in the workplace
As corporate psychopaths have little or no conscience or care or empathy, it follows logically that they are not driven by any
notion of social responsibility or commitment to employees or to the wider public. [79]

Stakeholder influence[edit]
One motivation for corporations to adopt CSR is to satisfy stakeholders.
Branco and Rodrigues (2007) describe the stakeholder perspective of CSR as the set of views of corporate responsibility
held by all groups or constituents with a relationship to the firm. [80] In their normative model the company accepts these views
as long as they do not hinder the organization. The stakeholder perspective fails to acknowledge the complexity of network
interactions that can occur in cross-sector partnerships. It relegates communication to a maintenance function, similar to the
exchange perspective.[81]

Ethical consumerism[edit]
The rise in popularity of ethical consumerism over the last two decades can be linked to the rise of CSR.[82] Consumers are
becoming more aware of the environmental and social implications of their day-to-day consumption decisions and in some
cases make purchasing decisions related to their environmental and ethical concerns. [83]

Socially responsible investing[edit]

Main article: Socially responsible investing
Shareholders and investors, through socially responsible investing are using their capital to encourage behavior they
consider responsible. However, definitions of what constitutes ethical behavior vary. For example, some religious investors in
the US have withdrawn investment from companies that violate their religious views, while secular investors divest from
companies that they see as imposing religious views on workers or customers. [84]

Shareholder advocacy[edit]

Non-profits such as Ceres (organization) and As You Sow, and investing firms such as Calvert Investments promote
corporate responsibility through shareholder mobilization and corporate engagement.

Creating shared value[edit]

Non-governmental organizations are also taking an increasing role, leveraging the media and the Internet to increase the
visibility of corporate behavior. Through education and dialogue, the development of community awareness in pushing
businesses to change their behavior is growing. [85]
Creating Shared Value (CSV) claims to be more community aware than CSR. Several companies are refining their
collaboration with stakeholders accordingly.

Public policies[edit]
Some national governments promote socially and environmentally responsible corporate practices. The heightened role of
government in CSR has facilitated the development of numerous CSR programs and policies. [86] Various European
governments have pushed companies to develop sustainable corporate practices. [87] CSR critics such as Robert
Reich argued that governments should set the agenda for social responsibility with laws and regulation that describe how to
conduct business responsibly.
Regulation[edit]
Fifteen European Union countries actively engaged in CSR regulation and public policy development. [87] CSR efforts and
policies are different among countries, responding to the complexity and diversity of governmental, corporate and societal
roles. Studies claimed that the role and effectiveness of these actors were case-specific. [86]
The variety among companies complicates regulatory processes.[88] Self-regulation allows each corporate actor to balance
profits and social responsibility without cumbersome governmental involvement. Studies suggest that mandated CSR
distorts the allocation of resources and increases the likelihood of irresponsible decisions. [89]
Bulkeley cited the Australian government's actions to avoid compliance with the Kyoto Protocol in 1997, over concerns of
economic loss and national interest. The Australian government claimed that the pact would damage Australia more than
any other OECD nation.[90] In November 2007, the new Prime Minister Kevin Rudd ratified the protocol.
Canada adopted CSR in 2007. Prime Minister Harper encouraged Canadian mining companies to meet Canadas newly
developed CSR standards.[91]
The Heilbronn Declaration is a voluntary agreement of enterprises and institutions in Germany especially of the HeilbronnFranconia region signed the 15th of September 2012. The approach of the Heilbronn Declaration targets the decisive
factors of success or failure, the achievements of the implementation and best practices regarding CSR. A form of
responsible entrepreneurship shall be initiated to meet the requirements of stakeholders trust in economy. It is an approach
to make voluntary commitments more binding.[92]
Laws[edit]
In the 1800s,the US government could take away a firm's license if it acted irresponsibly. Corporations were viewed as
"creatures of the state" under the law. In 1819, the United States Supreme Court in Dartmouth College vs.
Woodward established a corporation as a legal person in specific contexts. This ruling allowed corporations to be protected
under the Constitution and prevented states from regulating firms. [93] Recently countries included CSR policies in government
agendas.[87]
On 16 December 2008, the Danish parliament adopted a bill making it mandatory for the 1100 largest Danish companies,
investors and state-owned companies to include CSR information in their financial reports. The reporting requirements
became effective on 1 January 2009.[94] The required information included:

CSR/SRI policies

How such policies are implemented in practice

Results and management expectations

CSR/SRI is voluntary in Denmark, but if a company has no policy on this it must state its positioning on CSR in financial
reports.[95]
In 1995, item S50K of the Income Tax Act of Mauritius mandated that companies registered in Mauritius paid 2% of their
annual book profit to contribute to the social and environmental development of the country.[96] In 2014, India also enacted a
mandatory minimum CSR spending law. Under Companies Act, 2013, any company having a net worth of 500 crore or more
or a turnover of 1,000 crore or a net profit of 5 crore must spend 2% of their net profits on CSR activities. [97] The rules came
into effect from 1 April 2014.[98]

Crises and their consequences[edit]

Crises have encouraged the adoption of CSR. The CERES principles were adopted following the 1989 Exxon
Valdez incident.[46] Other examples include the lead paint used by toy maker Mattel, which required the recall of millions of
toys and caused the company to initiate new risk management and quality control processes. Magellan Metals was found
responsible for lead contamination killing thousands of birds in Australia. The company ceased business immediately and
had to work with independent regulatory bodies to execute a cleanup. Odwalla experienced a crisis with sales dropping 90%
and its stock price dropping 34% due to cases of E. coli. The company recalled all apple or carrotjuice products and
introduced a new process called "flash pasteurization" as well as maintaining lines of communication constantly open with
customers.

Geography[edit]
Corporations that employ CSR behaviors do not always behave consistently in all parts of the world. [99] Conversely, a single
behavior may not be considered ethical in all jurisdictions. E.g., some jurisdictions forbid women from driving, [100] while others
require women to be treated equally in employment decisions.

UK retail sector[edit]
A 2006 study[101] found that the UK retail sector showed the greatest rate of CSR involvement. Many of the big retail
companies in the UK joined the Ethical Trading Initiative,[102]an association established to improving working conditions and
worker health.
Tesco (2013)[103] reported that their essentials are Trading responsibility, Reducing our Impact on the Environment, Being
a Great Employer and Supporting Local Communities. J Sainsbury[104] employs the headings Best for food and health,
Sourcing with integrity, Respect for our environment, Making a difference to our community, and A great place to work,
etc. The four main issues to which UK retail these companies committed are environment, social welfare, ethical trading and
becoming an attractive workplace.[105][106]
Top ten UK retail brands in 2013 based on Retail Week reports:[107]

Retailer

Annual Sales bn

Tesco

42.8

Sainsbury's

22.29

Asda

21.66

Morrisons

17.66

Mark and Spencer

8.87

Co-operative Group

8.18

John Lewis Partnership

7.76

Boots

6.71

Home Retail Group

5.49

King Fisher

4.34

Anselmsson and Johansson (2007)[108] assessed three areas of CSR performance: human responsibility, product
responsibility and environmental responsibility. Martinuzzi et al. described the terms, writing that human responsibility is the
company deals with suppliers who adhere to principles of natural and good breeding and farming of animals, and also
maintains fair and positive working conditions and work-place environments for their own employees. Product responsibility
means that all products come with a full and complete list of content, that country of origin is stated, that the company will
uphold its declarations of intent and assume liability for its products. Environmental responsibility means that a company is
perceived to produce environmental-friendly, ecological, and non-harmful products.[109] Jones et al. (2005) found that
environmental issues are the most commonly reported CSR programs among top retailers. [110]

See also[edit]

Accountability

Boston College Center for Corporate Citizenship

Beneficiation

Business in the Community

Business ethics

Business philosophy

The Business for Peace Foundation

Carbon neutrality

Carbon offset

Chief Green Officer

Chip Pitts

Civil society

Conscious business

Corporate behaviour

Corporate governance

Corporate personhood

Corporate social entrepreneurship

Corporate sustainability

Corporation

Creating shared value

CSRWire Canada

Customer engagement

Development studies

Environmentalism

Ethics

Ethical banking

Ethical code

Ethical consumerism

Ethical job

Ethical Positioning Index (EPI)

Evolution of corporate social responsibility in India

R. Edward Freeman

Graduate Business Forum

Green economy

Green job

Human resource management

Inclusive business

Integrity Management

Interest of the company

International development

Isaac Mostovicz

ISO 26000

Katerva

Life cycle assessment

Lynne Franks

Matching gift

Mitchell Kutney

OECD Guidelines for Multinational Enterprises

Organizational ethics

Organizational Justice

Paul Sanders

Principles for Responsible Investment (PRI)

Psychopathy in the workplace

Public Eye Awards

Responsible mining

Responsible Research and Innovation

Shareholder primacy

Social development

Socially responsible investing

Socially responsible marketing

Social Work

Standard Ethics Aei

Strategic CSR

Strategy Markup Language (StratML)

Sustainability

The Corporation

Voluntary compliance

Volunteer grant

References[edit]
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6.

Jump up^ Rosenberg, Matthew J. (1 April 2002). "Review of Misguided Virtue: False
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7.

Jump up^ Henderson, David (2001). Misguided Virtue: False Notions of Corporate
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10.

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11.

^ Jump up to:a b "Corporate Social Responsibility and Ethical Careers". University of

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12.

Jump up^ Epstein-Reeves 2010.

13.

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14.

^ Jump up to:a b Kardashian 2013.

15.

Jump up^ Smith, Nicola (2013). "Corporate social responsibility: Power to the people".
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Sources[edit]
Books[edit]

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Responsibility: The Stakeholder Route to Business and Social Value. Cambridge: UK:
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Education in South Asia. ISBN 978-81-317-6335-3.

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governance of IT: COBIT RACI chart case study. Proceedings of the first ACM workshop on
Information security governance (WISG'09) (Chicago, Il). ISBN 978-1-60558-787-5.

Habisch, A; Jonker, J.; Wagner, M; Schmidpeter, R. (2005). Corporate Social Responsibility

Across Europe. Springer. ISBN 3-540-23251-6.

Hemingway, Christine A. (2013). Corporate Social Entrepreneurship: Integrity Within.

Cambridge University Press. ISBN 978-1-107-44719-6.

Kerr, M.; Janda, R.; Pitts, C. (2009). Pitts, C., ed. Corporate Social Responsibility: A Legal
Analysis. Toronto: LexisNexis. ISBN 978-0-433-45115-0.

Rae, Scott B.; Wong, Kenman L. (1996). Beyond Integrity: A Judeo-Christian Approach. Grand
Rapids, Mich.: Zondervan. ISBN 9780310201731. OCLC 34046805.

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of Small and Medium Sized Enterprises. Palgrave. ISBN 0-333-71459-8.

Sun, William (2010). How to Govern Corporations So They Serve the Public Good: A Theory of
Corporate Governance Emergence. New York: Edwin Mellen. ISBN 978-0-7734-3863-7.

Visser, W.; Matten, D.; Pohl, M.; Tolhurst, Nick (2008). The A to Z of Corporate Social
Responsibility. Wiley. ISBN 978-0-470-72395-1.

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Responsiveness". The Academy of Management Journal 43 (4): 717
736. doi:10.2307/1556363. ISSN 0001-4273. JSTOR 1556363.

Fields, S. (2002). "Sustainable Business Makes Dollars and Cents". Environmental Health
Perspectives 110 (3): A142A145. doi:10.1289/ehp.110-a142. JSTOR 3455129.

Fry, L. W.; Keim, G. D.; Meiners, R. E. (1982). "Corporate Contributions: Altruistic or for
Profit?". The Academy of Management Journal 25 (1): 94
106. doi:10.2307/256026. ISSN 0001-4273. JSTOR 256026.

"How the Court Works". International Court of Justice.

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Australian: 14.

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Governance (Part II): Compliance, Reputation and Reciprocity" (11). Journal of Business
Ethics: 7796.

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110.[dead link]

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and Factual Conclusions". Oikos 75 (2): 327329. doi:10.2307/3546259. ISSN 00301299.JSTOR 3546259.

Wei, K. C. John (July 2011). "Corporate Social Responsibility A Comparison Between

Vietnam and China" 1 (1). International Journal of Governance.

Smith, N. C.; Lopez, S; Read, D. (2010). "Consumer perceptions of corporate social

responsibility: The CSR halo effect" 16. Faculty and Research Paper.

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Journals and magazines[edit]

Lantos, Geoffrey P. (2001). "The Boundaries of Strategic Corporate Social

Responsibility". Journal of Consumer Marketing (MCB UP) 18 (7): 595
632. doi:10.1108/07363760110410281.ISSN 0736-3761.

Lantos, Geoffrey P.; Cooke, Simon (1 May 2003). "Corporate Socialism Unethically
Masquerades as "CSR": The Difference between Being Ethical, Altruistic, and Strategic in
Business". Strategic Direction 19 (6): 3135. doi:10.1108/02580540310472135. ISSN 02580543.

Oppewal, H.; Alexander, A.; Sulliwan, P. (2006). "Consumer Perceptions of Corporate Social
Responsibility in town shopping centres and their influence on shopping evaluations". Journal
of retailing and consumer services 13 (4): 263270. doi:10.1016/j.jretconser.2005.08.015.

Catalyst Consortium (2002). "What is Corporate Social Responsibility?" (PDF).

Fialka., J.; Some Companies Move From Opposition to Offering Proposals on Limiting
Emissions". (2006). "Politics & Economics: Big Businesses Have New Take on Warming". Wall
Street Journal. p. 4.

Sullivan, N.; Schiafo, R. (June 12, 2005). "Talking Green, Acting Dirty (Op-Ed).". New York
Times.

Epstein-Reeves, James (2010). "Consumers Overwhelmingly Want CSR". Retrieved 28

April 2014.

Kardashian, Kirk (2013). "When Retailers Do Good, Are Consumers More Loyal?".
Retrieved 28 April 2014.

"Corporate Socialism Unethically Masquerades as "Corporate Social Responsibility"". EthicsBased Marketing.

Somerville, Michael (September 13, 2013). "Nearly half of Britons would buy more from a store
that supports charity". Retrieved 28 April 2014.

Foundation for Corporate Social Responsibility

Center on Sustainability and Shared Value Research

Web[edit]

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