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date: 04 July 2020

Abstract and Keywords

This article focuses primarily on how to operationalize corporate social responsibility—how to integrate it into the corporation's vocabulary, policies, stakeholder communications, and reporting systems. It argues that in order for an organization and its members to be able to experience an obligation to live up to their social responsibility, an organization must address the following three fundamental questions. The first question asks what responsibility is. The second asks whether organizations can be responsible or not. Finally, the third asks why should organizations be responsible. This article briefly addresses these inquiries. In particular, based on theoretical reasoning and empirical research in the form of interviews with leaders from six continents and fifteen countries, it is argued that true responsibility, both by leaders and their organizations, is grounded in a perspective on leadership—spiritual-based leadership—that transcends the (self-imposed) limitations of economic rationality.

Keywords: corporate social responsibility, corporation's vocabulary, policies, stakeholder communications, reporting systems, spiritual-based leadership

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