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Strategic corporate social responsibility : sustainable value creation / David Chandler

Main Author Chandler, David Edition 5th ed. Publication [S.l.] : Sage, 2020 Description XXXIX, 437 p. ISBN 978-1-5443-7222-8 Abstract Strategic Corporate Social Responsibility: Sustainable Value Creation, Fifth Edition, redefines corporate social responsibility (CSR) as being central to the value-creating purpose of the firm and provides a framework that firms can use to navigate the complex and dynamic business landscape. Based on a theory of empowered stakeholders, this bestselling text argues that the responsibility of a corporation is to create value, broadly defined. The primary challenge for managers today is to balance the competing interests of the firm’s stakeholders, understanding that what they expect today may not be what they will expect tomorrow. This tension is what makes CSR so demanding, but it is also what makes CSR integral to the firm’s strategy and day-to-day operations Topical name Responsabilidade social
Responsabilidade social empresarial
Estudo de casos
CDU 658:005.35
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Item type Current location Call number Status Date due Barcode Item holds
Book IPAM Porto
658:005.35 CHA 11034 Available 11034
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International Student Edition

ÍNDICE

PART I

. Corporate social responsability

PART II

. A stakeholder perspective

PART III

.A legal perspective

PART IV

.A behavioral perspective

PARTE V

. A strategic perspective

PART VI

. A sustainable perspective

Strategic Corporate Social Responsibility: Sustainable Value Creation, Fifth Edition, redefines corporate social responsibility (CSR) as being central to the value-creating purpose of the firm and provides a framework that firms can use to navigate the complex and dynamic business landscape. Based on a theory of empowered stakeholders, this bestselling text argues that the responsibility of a corporation is to create value, broadly defined. The primary challenge for managers today is to balance the competing interests of the firm’s stakeholders, understanding that what they expect today may not be what they will expect tomorrow. This tension is what makes CSR so demanding, but it is also what makes CSR integral to the firm’s strategy and day-to-day operations

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