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




4 The Business Case for Corporate Social Responsibility
doi:10.1093/oxfordhb/9780199211593.003.0004

Elizabeth C. Kurucz
Barry A. Colbert
David Wheeler
Abstract: Four General Types of the Business Case for CSR – Underlying Characteristics and Basic Assumptions of the Four Types of CSR Business Case – General Critiques of the Business Case for CSR – Building a Better Business Case for CSR: Addressing the Critiques and Embracing a Social Actor Role for Business – Conclusions

Keywords: underlying,

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Barry A. Colbert (Ph.D., York University) is an Assistant Professor of Policy at the School of Business and Economics at Wilfred Laurier University in Canada. His work has been published in Academy of Management Review, the Journal of General Management, and Human Resource Planning. His research is centered on the ways and means by which organizations align a vision for sustainability, business strategy, and the strategic development of human capital.

Elizabeth C. Kurucz (Ph.D., York University) is Assistant Professor of Organizational Behaviour and Sustainable Commerce in the Department of Business, College of Management and Economics at the University of Guelph. Her research in Organizational Behaviour spans business, government, and civil society, and is focused on how organizational mindsets facilitate or inhibit progress toward more sustainable practice.

David Wheeler is Dean of Management, Dalhousie University, Nova Scotia, Canada. He holds a Ph.D. in Applied Microbiology from the University of Surrey (UK). Dr Wheeler's research interests focus on the role of the private sector in international development, corporate strategy, governance and sustainability, and organizational change and sustainability. He was the principal author of The Stakeholder Corporation (Pitman), and has published more than 70 articles in the Science, Medicine, and Management literatures. Dr. Wheeler is currently Co-chair of the United Nations Development Program Project on case writing in private sector development. He is Chair of the Foundation for Sustainable Enterprise and Development and a board member of Zero Footprint.
 
David Wheeler
Barry A. Colbert
Elizabeth C. Kurucz
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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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