Building corporate social responsibility into strategy
Abstract
Purpose
This paper seeks to explore how corporate social responsibility (CSR) can be effectively built into firm strategy.
Design/methodology/approach
By drawing upon classic work in the field, the paper first offers conceptual discussion and then systematically develops a means of incorporating CSR into strategy.
Findings
Common approaches to CSR, such as PR campaigns, codes of ethics and triple bottom line reports are far too removed from strategy. To counter common and generally non‐strategic approaches, a framework is offered which demonstrates that CSR can be linked integrally with strategy, and highlights an approach to consider CSR across six dimensions of firm strategy.
Practical implications
Firms do not have to respond reactively towards CSR nor do they have to struggle with understanding the strategic implications of CSR. The paper demonstrates that examining CSR in the context of firm strategy is both possible and increasingly necessary to developing competitive advantage in the current environment.
Originality/value
The value of the paper rests in the treatment of CSR as an issue that is strategic, rather than one that is problematic or potentially a threat. By doing so, firms are offered a means to take a much more proactive approach to CSR than previously discussed.
Keywords
Citation
Galbreath, J. (2009), "Building corporate social responsibility into strategy", European Business Review, Vol. 21 No. 2, pp. 109-127. https://doi.org/10.1108/09555340910940123
Publisher
:Emerald Group Publishing Limited
Copyright © 2009, Emerald Group Publishing Limited