Corporate social responsibility strategy
Corporate social responsibility (CSR) strategy is concerned with planning how to ensure that the organization conducts its business in an ethical way, taking account of the social, environmental and economic impact of its operations and going beyond compliance. As Windsor (2006: 99) commented: ‘Ethical managers engage in impartial moral reflection beyond the law’.
Wood (1991: 695) reflected that: ‘The basic idea of corporate social responsibility is that business and society are interwoven rather than distinct entities; therefore, society has certain expectations for appropriate business behaviour and outcomes’. CSR, as explained in this chapter, is largely a strategic matter that impinges strongly on the behaviour of organizations as it affects their stakeholders. Strategic HRM has an important contribution to make.
Corporate social responsibility defined
As defined by McWilliams et al (2006: 1), CSR refers to the actions taken by businesses ‘that further some social good beyond the interests of the firm and that which is required by law’. CSR has also been described by Husted and Salazar (2006) as being concerned with ‘the impact of business behaviour on society’. Porter and Kramer (2006: 83) argued that to advance CSR: ‘… we must root it in a broad understanding of the interrelationship between a corporation and society while at the same time anchoring it in the strategies and activities of specific companies’. They see CSR as a process of integrating business and society.