CSR does not have to be Strategic

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			              Corporate Responsibility > Forum > CSR does not have to be Strategic
			            
			              CSR does not have to be Strategic
Ismael Bena - MBA, Management Consultant, Netherlands, SIG Leader
As has recently been argued by Rangan et al. (2015), CSR should not be designed to deliver business results. In contrast, companies should align their social and environmental activities with their business purpose and values. They go on arguing that business performance improvements should merely be the result of “spillover” and not the reason for being a responsible corporation.

This is a stark contrast with the shared value pri... Read more? Sign up for free
			            
			                  			What Constitutes Business Results?

															Love Lonnroth, Management Consultant, Sweden, Member
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			                  			Strategic Corporate Social Responsibility not Corporate Social Philanthropy

															Emezi Charles, Lecturer, Nigeria, Member
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			                  			Long Term Benefits of CSR

															Pornpunsa Wuttisanwattana, Management Consultant, Thailand, Member
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			                  			When CSR is Strategic Depends on the Corporate Purpose

															Jaap de Jonge, Innovation Consultant, Netherlands
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	                              Special Interest Group Leader
	                            
	                              Ismael Bena - MBA
Management Consultant
	                            
	                            Corporate Responsibility
	                          
	                                Summary
	                                ForumThe Begin and End of Corporate Responsibility
5 Ways to Set Up a Powerful CSR Program
Corporate Social Responsibility Reporting Standards
Critical Questioning About CSR
Is Acting Selflessly Required for Social Responsibility?
Legal and Tax Strategies to Support Corporate Social Responsibility Initiatives
Tips for Starting an Ethical Business or Social Enterprise
Types of Corporate Responsibility Initiatives (Griffin and Prakash)
What is the Role of Business Education Developing Corporate Social Responsibility Skills?
Consumer Skepticism About CSR Motives of Companies (Skarmeas and Leonidou)
Corporate Social Responsibility Focus Areas
CSR does not have to be Strategic
How to Measure the Impact of Corporate Social Responsibility (CSR)?
The Role of Corporate Social Responsibility in Employee Engagement
Classification of CSR Practices (Rangan ea)
Companies Shifting the CSR Paradigm
Corporate Social Responsibility Reporting Standards
Emerging South-centered CSR Agenda
Establishing Priorities for Action
From Reactive to Pro-active Corporate Social Responsibility
Marketing of Corporate Responsibility Efforts
Reasons for Corporate Responsability
Should CSR Lead the Fight against Global Inequality?
The Meaning of Sustainability as Perceived by Mainstream Consumers is Wrong
The Public Function of Commercial Banks: CSR Comes to Rescue
Three Types of Socially Responsible Organizations
Company Social-Economic Responsibility (CSER)
Obstacles to Sustainability: Is Sustainability Doomed to Fail?
Pyramid of Corporate Social Responsibility (Caroll)
CSR / CSV ⇒ Value / Values
Unification of Global Inter-relationships to Responsibly Sustain Food, Shelter and Work

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Corporate Responsibility: Different for Large and Small Firms?
Four Stages of CSR-implementation (Martinuzzi and Krumay)
CSR Communication Should Be More Impactful
Taxation and Corporate Social Responsibility
Corporate Responsability Checklist
Corporate Responsibility versus Porter's Shared Value
Corporate Social Responsibility: Corporate Foundations versus Normal Foundations
Examples of Truly Putting CSR into Practice
Three Stages in Environmental Management
Corporate Responsibility
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