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




15 Stakeholder Theory
Managing Corporate Social Responsibility in a Multiple Actor Context
doi:10.1093/oxfordhb/9780199211593.003.0015

Thomas W. Dunfee
Abstract: Defining Corporate Social Responsibility – Justification for Discretionary CSR Based on Social Objectives – Stakeholder Theory and the dCSR Allocation Problem – Using Stakeholder Theory to Determine Allocation Strategy – Market-Based and other Potential Solutions to the Multi-actor Allocation Problem – Conclusion

Keywords: objectives, allocation, discretion, market, stake, multiple, strategy,

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Thomas W. Dunfee served as President of the Academy of Legal Studies in Business (1989–90), and the Society for Business Ethics (1995–6). Tom was the author or editor of several books (published by e.g. Harvard Business School Press, McGraw-Hill, Prentice-Hall, Wiley and Kluwer) and published articles in many management, ethics and law journals (e.g. Academy of Management Review, Academy of Management Journal, Business Ethics Quarterly, California Law Review, Economics and Philosophy, Journal of Business Ethics, Journal of Marketing, and the Northwestern Law Review). He died in 2008.
 
Thomas W. Dunfee
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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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