The Oxford Handbook of Corporate Social Responsibility
Crane, Andrew George R. Gardiner Professor of Business Ethics, Schulich School of Business at York Unviersity, Toronto
McWilliams, Abagail Professor in the College of Business, University of Illinois, Chicago
Matten, Dirk Hewlett-Packard Chair in Corporate Social Responsibility, Schulich School of Business, York University, Toronto
Moon, Jeremy Professor and Director of the International Centre for Corporate Social Responsibility, Nottingham University Business School
Siegel, Donald S. Professor of Entrepreneurship, University of California, Riverside
Print publication date: 2008 (this edition) Print ISBN-13: 978-0-19-921159-3
Published to Oxford Handbooks Online: September 2009




1 The Corporate Social Responsibility Agenda
doi:10.1093/oxfordhb/9780199211593.003.0001

Andrew Crane
Abagail McWilliams
Dirk Matten
Jeremy Moon
Donald Siegel
Abstract: Introduction – CSR as a Field of Academic Inquiry: Definitions and Boundaries – Institutionalization of CSR as a Field of Scholarship – The Scope of the Contributions in this Volume – Key Building Blocks of CSR

Keywords: block, agenda, contribution,

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Abagail McWilliams (Ph.D., Ohio State University) is a Professor in the College of Business, University of Illinois at Chicago and since 2002 has been a Visiting Professor in the International Centre for Corporate Social Responsibility, University of Nottingham. Her research on CSR has appeared in Academy of Management Journal, Academy of Management Review, Strategic Management Journal, and Journal of Management Studies.

Dirk Matten holds the Hewlett-Packard Chair in Corporate Social Responsibility at the Schulich School of Business, York University, Toronto. He holds a doctoral degree and the habilitation from Heinrich-Heine-University Düsseldorf, Germany. He is interested in CSR, business ethics, and comparative management. He has published widely, including in Academy of Management Review, Journal of Management Studies, Organization Studies, and Business Ethics Quarterly.

Jeremy Moon is Professor and Director of the International Centre for Corporate Social Responsibility at Nottingham University Business School. Recent publications include Corporations and Citizenship (Cambridge University Press) and papers in Academy of Management Review and British Journal of Management. He is a Fellow of the Royal Society for the Arts.

Donald Siegel is Dean and Professor at the School of Business, University of Abany, SUNY. Recent publications include Innovation, Entrepreneurship, and Technological Change (Oxford University Press), the Handbook of University Technology Transfer (University of Chicago Press, forthcoming), and articles on CSR in Academy of Management Review, Journal of Management Studies, Journal of Economics and Management Strategy, and Leadership Quarterly. He is editor of the Journal of Technology Transfer, an associate editor of the Journal of Business Venturing and the Journal of Productivity Analysis, and serves on the editorial boards of the Journal of Management Studies, Academy of Management Perspectives, Academy of Management Learning & Education, and Strategic Entrepreneurship Journal.

Andrew Crane is the George R. Gardiner Professor of Business Ethics in the Schulich School of Business at York University. He has a Ph.D. in Management from the University of Nottingham, and was previously Chair in Business Ethics and Director of the UK's first MBA in CSR in the International Centre for Corporate Social Responsibility at Nottingham University Business School.
 
Jeremy Moon
Abagail McWilliams
Donald Siegel
Dirk Matten
Andrew Crane
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Contents
 
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Full Book Contents
I Introduction
1 The Corporate Social Responsibility Agenda
II Perspectives on Corporate Social Responsibility
2 A History of Corporate Social Responsibility
3 Corporate Social Responsibility Theories
4 The Business Case for Corporate Social Responsibility
5 Corporate Social Performance and Financial Performance
III Critiques of Corporate Social Responsibility
6 Principals and Agents
7 Rethinking Corporate Social Responsibility and the Role of the Firm—On the Denial of Politics*
8 Critical Theory and Corporate Social Responsibility*
9 Much Ado about Nothing
IV Actors and Drivers
10 Top Managers as Drivers for Corporate Social Responsibility
11 Socially Responsible Investment and Shareholder Activism*
12 Consumers as Drivers of Corporate Social Responsibility
13 Corporate Social Responsibility, Government, and Civil Society
V Managing Corporate Social Responsibility
14 Corporate Governance and Corporate Social Responsibility
15 Stakeholder Theory
16 Responsibility in the Supply Chain
17 Corporate Social Responsibility
VI Corporate Social Responsibility in Global Context
18 Globalization and Corporate Social Responsibility
19 Corporate Social Responsibility and Theories of Global Governance
20 Corporate Social Responsibility in a Comparative Perspective
21 Corporate Social Responsibility in Developing Countries
VII Future Perspectives and Conclusions
22 Educating for Responsible Management
23 Corporate Social Responsibility
24 Senior Management Preferences and Corporate Social Responsibility
25 The Transatlantic Paradox
26 Spirituality as a Firm Basis for Corporate Social Responsibility
27 Future Perspectives of Corporate Social Responsibility*
28 Conclusion
Index
 
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