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Corporate social responsibility and the strategic management process

Nikolay Dentchev UGent, Aimé Heene UGent and Derrick Gosselin UGent (2011) JAHRBUCH STRATEGISCHES KOMPETENZ-MANAGEMENT. 5. p.79-101
abstract
The adoption of corporate social responsibility (CSR) principles in strategic management is propagated in the relevant literature as a criticism of reckless corporate misconduct or as an appraisal of business resources and power. At the same time, the business logic and management challenges of adopting CSR principles in the strategic management of companies remain fairly underdeveloped. To study its management challenges and business logic, we have conducted an explorative case study that investigated the management of a CSR proxy, viz. Health Safety and Environment (HSE), in a multinational company in the petrochemicals. Our study suggests that the adoption of CSR principles in strategic management is a challenging task even for well prepared companies, which requires a portfolio of activities and resources, i.e.: symbolic actions (e.g. commitment), intangible resources (e.g. communication and training), tangible resources (e.g. equipment), and incentives (e.g. financial benefits, audits). These are apparently based on plausible strategic logic, since their purpose is to minimize risks, save costs, and enhance intangibles such as reputation, trust and social capital. Overall, corporate social responsibility is not only an ethical issue but also a strategic one and therefore it requires a comprehensive managerial approach.
Please use this url to cite or link to this publication:
author
organization
year
type
bookChapter
publication status
published
subject
keyword
corporate social responsibility, business models, qualitative research, strategic management process
book title
JAHRBUCH STRATEGISCHES KOMPETENZ-MANAGEMENT
Jahrb. Strateg. Kompet.-Manag.
editor
Dietrich von der Oelsnitz and Wolfgang Güttel
volume
5
issue title
Ko­ope­ra­ti­ons­ori­en­tier­te Kom­pe­ten­zen
pages
79 - 101
publisher
Rainer Hampp
place of publication
Mering, Germany
ISSN
1864-5402
ISBN
9783866186484
DOI
10.1688/978-3866187481
language
English
UGent publication?
yes
classification
B2
copyright statement
I have transferred the copyright for this publication to the publisher
id
1908901
handle
http://hdl.handle.net/1854/LU-1908901
date created
2011-09-26 15:55:49
date last changed
2015-06-17 09:50:37
@incollection{1908901,
  abstract     = {The adoption of corporate social responsibility (CSR) principles in strategic management is propagated in the relevant literature as a criticism of reckless corporate misconduct or as an appraisal of business resources and power. At the same time, the business logic and management challenges of adopting CSR principles in the strategic management of companies remain fairly underdeveloped. To study its management challenges and business logic, we have conducted an explorative case study that investigated the management of a CSR proxy, viz. Health Safety and Environment (HSE), in a multinational company in the petrochemicals. Our study suggests that the adoption of CSR principles in strategic management is a challenging task even for well prepared companies, which requires a portfolio of activities and resources, i.e.: symbolic actions (e.g. commitment), intangible resources (e.g. communication and training), tangible resources (e.g. equipment), and incentives (e.g. financial benefits, audits). These are apparently based on plausible strategic logic, since their purpose is to minimize risks, save costs, and enhance intangibles such as reputation, trust and social capital. Overall, corporate social responsibility is not only an ethical issue but also a strategic one and therefore it requires a comprehensive managerial approach.},
  author       = {Dentchev, Nikolay and Heene, Aim{\'e} and Gosselin, Derrick},
  booktitle    = {JAHRBUCH STRATEGISCHES KOMPETENZ-MANAGEMENT},
  editor       = {von der Oelsnitz, Dietrich  and G{\"u}ttel, Wolfgang},
  isbn         = {9783866186484},
  issn         = {1864-5402},
  keyword      = {corporate social responsibility,business models,qualitative research,strategic management process},
  language     = {eng},
  pages        = {79--101},
  publisher    = {Rainer Hampp},
  title        = {Corporate social responsibility and the strategic management process},
  url          = {http://dx.doi.org/10.1688/978-3866187481},
  volume       = {5},
  year         = {2011},
}

Chicago
Dentchev, Nikolay, Aimé Heene, and Derrick Gosselin. 2011. “Corporate Social Responsibility and the Strategic Management Process.” In Jahrbuch Strategisches Kompetenz-management, ed. Dietrich von der Oelsnitz and Wolfgang Güttel, 5:79–101. Mering, Germany: Rainer Hampp.
APA
Dentchev, N., Heene, A., & Gosselin, D. (2011). Corporate social responsibility and the strategic management process. In D. von der Oelsnitz & W. Güttel (Eds.), JAHRBUCH STRATEGISCHES KOMPETENZ-MANAGEMENT (Vol. 5, pp. 79–101). Mering, Germany: Rainer Hampp.
Vancouver
1.
Dentchev N, Heene A, Gosselin D. Corporate social responsibility and the strategic management process. In: von der Oelsnitz D, Güttel W, editors. JAHRBUCH STRATEGISCHES KOMPETENZ-MANAGEMENT. Mering, Germany: Rainer Hampp; 2011. p. 79–101.
MLA
Dentchev, Nikolay, Aimé Heene, and Derrick Gosselin. “Corporate Social Responsibility and the Strategic Management Process.” Jahrbuch Strategisches Kompetenz-management. Ed. Dietrich von der Oelsnitz & Wolfgang Güttel. Vol. 5. Mering, Germany: Rainer Hampp, 2011. 79–101. Print.