- The Oxford Handbook of Corporate Social Responsibility
- List of Figures
- List of Tables
- Editor Biographies
- Author Biographies
- The Corporate Social Responsibility Agenda
- A History of Corporate Social Responsibility: Concepts and Practices
- Corporate Social Responsibility Theories
- The Business Case for Corporate Social Responsibility
- Corporate Social Performance and Financial Performance: A Research Synthesis
- Principals and Agents: Further Thoughts on the Friedmanite Critique of Corporate Social Responsibility
- Rethinking Corporate Social Responsibility and the Role of the Firm—On the Denial of Politics
- Critical Theory and Corporate Social Responsibility : Can/Should We Get Beyond Cynical Reasoning?
- Much Ado about Nothing: A Conceptual Critique of Corporate Social Responsibility
- Top Managers as Drivers for Corporate Social Responsibility
- Socially Responsible Investment and Shareholder Activism
- Consumers as Drivers of Corporate Social Responsibility
- Corporate Social Responsibility, Government, and Civil Society
- Corporate Governance and Corporate Social Responsibility
- Stakeholder Theory: Managing Corporate Social Responsibility in a Multiple Actor Context
- Responsibility in the Supply Chain
- Corporate Social Responsibility: The Reporting and Assurance Dimension
- Globalization and Corporate Social Responsibility
- Corporate Social Responsibility and Theories of Global Governance: Strategic Contestation in Global Issue Arenas
- Corporate Social Responsibility in a Comparative Perspective
- Corporate Social Responsibility in Developing Countries
- Educating for Responsible Management
- Corporate Social Responsibility: Deep Roots, Flourishing Growth, Promising Future
- Senior Management Preferences and Corporate Social Responsibility
- The Transatlantic Paradox: How Outdated Concepts Confuse the American/European Debate about Corporate Governance
- Spirituality as a Firm Basis for Corporate Social Responsibility
- Future Perspectives of Corporate Social Responsibility : Where we are Coming from? Where are we Heading?
Abstract and Keywords
This article provides a basic understanding of stakeholder thinking, arguably one of the very few theoretical frameworks generated by the corporate social responsibility (CSR) literature itself, to explore the management challenges of CSR. It considers the role of the stakeholder concept in helping managers make decisions allocating spending on discretionary social responsibility. Here, the focus is on CSR defined as discretionary spending in furtherance of an explicit measurable social objective consistent with relevant social norms and laws. This article introduces the concept of discretionary corporate social responsibility (dCSR) which involves voluntary spending on explicit social objectives consistent with societal expectations. The dCSR concept is justified as a proper and legitimate business investment based on supportive social political norms and supportive laws in most developed countries.
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.
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