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journal article Corporate Social Responsibility: A Three-Domain ApproachBusiness Ethics Quarterly Vol. 13, No. 4 (Oct., 2003) , pp. 503-530 (28 pages) Published By: Cambridge University Press
https://www.jstor.org/stable/3857969 Read and download Log in through your school or library Alternate access options For independent researchers Read Online Read 100 articles/month free Subscribe to JPASS Unlimited reading + 10 downloads Purchase article $34.00 - Download now and later Abstract Extrapolating from Carroll's four domains of corporate social responsibility (1979) and Pyramid of CSR (1991), an alternative approach to conceptualizing corporate social responsibility (CSR) is proposed. A three-domain approach is presented in which the three core domains of economic, legal, and ethical responsibilities are depicted in a Venn model framework. The Venn framework yields seven CSR categories resulting from the overlap of the three core domains. Corporate examples are suggested and classified according to the new model, followed by a discussion of limitations and teaching and research implications. Journal Information Business Ethics Quarterly (BEQ) is the journal of the Society for Business Ethics and the leading scholarly journal in its field. It publishes scholarly articles from a variety of disciplinary orientations that focus on the general subject of the application of ethics to the international business community. The journal addresses theoretical, methodological, and issue-based questions that can advance ethical inquiry and improve the ethical performance of business organizations. BEQ maintains a contemporary focus on international business and is particularly interested in articles that discuss global business and economic concerns. It is also interested in the value dimensions of gender, race, ethnicity, nationality and culture, and how these factors affect and are affected by business questions. Each volume of BEQ includes topical articles, response articles, and review articles as well as the presidential address delivered at each annual meeting of the Society for Business Ethics. Publisher Information Cambridge University Press (www.cambridge.org) is the publishing division of the University of Cambridge, one of the world’s leading research institutions and winner of 81 Nobel Prizes. Cambridge University Press is committed by its charter to disseminate knowledge as widely as possible across the globe. It publishes over 2,500 books a year for distribution in more than 200 countries. Cambridge Journals publishes over 250 peer-reviewed academic journals across a wide range of subject areas, in print and online. Many of these journals are the leading academic publications in their fields and together they form one of the most valuable and comprehensive bodies of research available today. For more information, visit http://journals.cambridge.org. Rights & Usage This item is part of a JSTOR Collection. the ongoing process companies use to form a vision, analyze their external environment and internal environment; select one or more strategies to use to create value for customers and stakeholders superior performance relative to other competitors in the same industry or the industry average Sustainable Competitive Advantage? outperforming over a prolonged period What are the three fundamental strategic questions?
What does a successful strategy consist of? Vision, External Analysis, Internal Analysis, and Effective Implementation goals that are simple, consistent, and long term profound understanding of the competitive environment; know the enemy, O&T, Success Factors What does knowledge of external analysis allow? to better position your company to take advantage of opportunities and combat threats objective appraisal of resources; know yourself, understand Strengths and weaknesses selecting and putting the strategy in action Formula for strategic management? Strategic Management = Effective formulation + effective implementation individuals and groups who have an interest in a firms performance and an ability to influence its actions It's an important relationship between strategic management and what? role of business in society Superior performance drives reinvestments in what? fulfilling careers, shareholder value, and value for society What is the black swan event? profound impact of a highly improbable and unexpected event; the metaphor represents something unanticipated
Two key points of black swan events? managers and stakeholders an integrative approach to managing a diverse set of stakeholders effectively in order to gain and sustain competitive advantage External Stakeholders include? customers, media, suppliers, alliance partners, creditors, unions, communities, governments Internal Stakeholders include? employees, stockholders, board members Benefits of effective stakeholder management? satisfied stakeholders are cooperative, increase trust lowers transaction cost, avoidance of negative outcomes, reduction of risk exposure, strong reputation rewarded in the market Stakeholder Impact Analysis? a decision tool which managers recognize, assess, and address the needs of different stakeholders, allowing the firm to achieve competitive advantage while acting as a good corporate citizen Corporate Social Responsibility (CSR)? a framework that helps firms recognize and address the economic, legal, social, and philanthropic expectations that society has toward business CSR four components of responsibility? economic, legal, ethical, philanthropic CSR economic responsibility? gain and sustain competitive advantage CSR Legal Responsibility? laws and regulations are society's ethics; define minimum acceptable standard CSR Ethical Responsibility? do what is right just and fair CSR Philanthropic Responsibility? Firm performance determined by what? industry effects and firm effects firm performance attributed to the industry structure in which a firm competes firm performance attributed to the actions managers take Industrial-OrganizationalModel (I/O)? use to identify opportunities and threats in the external environment that help them reach their vision or may prevent them from reaching vision Industry Properties of I/O model?
focuses on the internal environment; strengths and weaknesses of the company Is RBV and I/O model complementary? Difference in firm's performance are due to what? primarily their unique resources and capabilities rather than structural characteristics of the industry Resources in firm's production process? capital equipment, skills of employees, patents, finances, talented managers capacity of a set resources to perform in an integrative manner Which framework helps firms identify their economic legal ethical and philanthropic obligations to society quizlet?Corporate social responsibility (CSR) is a framework that helps firms recognize and address the economic, legal, ethical, and philanthropic expectations that society has of the business enterprise at a given point in time.
Which of the following topics should be considered during the analysis phase of the AFI framework?Which of the following topics should be considered during the strategy analysis phrase of the AFI framework? -External and internal challenges and strengths.
Which refers to the adoption by a business of a strategic focus for fulfilling economic legal ethical and philanthropic responsibilities?Marketing citizenship involves adopting a strategic focus for fulfilling the economic, legal, ethical, and philanthropic social responsibilities expected of organizations by their stakeholders, those constituents who have a stake, or claim, in some aspect of the company's products, operations, markets, industry, and ...
What are the five steps to complete a stakeholder impact analysis?Place the five steps of the stakeholder impact analysis in order, with the first step at the top.. Who are our stakeholders?. What are our stakeholders' interests?. What opportunities and threats do our stakeholders present?. What economic, legal, ethical, and philanthropic responsibilities do we have to our stakeholders?. |
Which framework helps firms identify their economic legal ethical and philanthropic obligations to society?
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