Corporate social responsibility (CSR) is simply the maximization of a company?s value over time, undertaken because, in the long run, social and environmental problems ultimately become financial problems. The justification for CSR is therefore associated with representing the nature and role of the company, as well as its purpose. Companies therefore regard CSR as a strategic investment that is part of a proactive, resilient, inclusive approach, based on the creation of shared value. This approach is capable of reducing negative societal impacts of their activities, or inducing positive…mehr
Corporate social responsibility (CSR) is simply the maximization of a company?s value over time, undertaken because, in the long run, social and environmental problems ultimately become financial problems. The justification for CSR is therefore associated with representing the nature and role of the company, as well as its purpose. Companies therefore regard CSR as a strategic investment that is part of a proactive, resilient, inclusive approach, based on the creation of shared value. This approach is capable of reducing negative societal impacts of their activities, or inducing positive impacts if they sustain a hybrid culture, all the while improving their competitive advantage. This book presents a theoretical development that analyzes the challenges of CSR strategies based on the creation of shared value. Two case studies are presented, analyzing the different forms of social innovation strategies capable of inducing this shared value creation.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Nacer Gasmi is a Doctor of Management Science and Maître de conférences at the University Bourgogne Franche-Comté, France. His work at CREGO (Center for research in organizational management) and at the Institute of Business Administration focuses on organizational strategy and management.
Inhaltsangabe
Introduction ix
Part 1 Analysis of Factors Incentivizing Companies to Develop CSV-based Strategies for Societal Innovations 1
Introduction to Part 1 3
Chapter 1 Foundations of the Societal Strategy Based on Creating Shared Value (CSV) 5
1.1 The issues at stake in the liberal and contractual conceptions of CSR 5
1.2 CSR as a lever for adapting corporate governance 6
Chapter 2 CSR as a Lever Which Corrects and/or Anticipates Potential Damage to the Company 9
2.1 CSR as a lever to avoid pressures from socio-political stakeholders 9
2.2 CSR as a lever for alleviating or anticipating regulatory pressures 10
2.3 CSR as a lever to avoid or mitigate the pressures exerted by soft power 12
2.4 CSR as a lever for securing a competitive advantage, reducing negative societal externalities or producing positive externalities 14
2.4.1 Labels, a tool for managing the appropriation of CSR as differentiating attributes 18
2.4.2 Process of optimizing customer focus on societal attributes 20
