Corporate Social Responsibility:: Moving Beyond Investment Towards Measuring Outcomes

Based upon an empirical study of CSR policy and practices across a number of multinational companies, we explore some of the underlying reasons why CSR reporting seems to have a low impact on business decision making and, through a validated framework linking CSR to business and social outcomes, we make recommendations for change.

[1]  D. Wood,et al.  STAKEHOLDER MISMATCHING: A THEORETICAL PROBLEM IN EMPIRICAL RESEARCH ON CORPORATE SOCIAL PERFORMANCE , 1995 .

[2]  John C. Haughey.  The Loyalty Effect , 1997, Business Ethics Quarterly.

[3]  K. Eisenhardt.  Building theories from case study research , 1989, STUDI ORGANIZZATIVI.

[4]  George S. Day,et al.  Charting New Directions for Marketing , 1999 .

[5]  Ronald K. Mitchell,et al.  Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts , 1997 .

[6]  Hugh Davidson,et al.  The Committed Enterprise , 2004 .

[7]  D. Wood.  Corporate Social Performance Revisited , 1991 .

[8]  M. Clarkson.  A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance , 1995 .

[9]  David Walker,et al.  Measuring and managing brand loyalty , 2001 .

[10]  Juan Luis Martínez,et al.  The Why, When, and How of Corporate Social Responsibility , 2005 .

[11]  Eric von Hippel,et al.  New Product Ideas from ‘Lead Users’ , 1989 .

[12]  H. Vos.  Trade and Industry , 1946 .

[13]  S. Knox,et al.  Empirical developments in the measurement of involvement, brand loyalty and their relationship in grocery markets , 2003 .

[14]  Naomi Klein,et al.  No Logo: Taking Aim at the Brand Bullies , 1999 .

[15]  Derek A. Atkins,et al.  Periodic Versus Can-Order Policies for Coordinated Multi-Item Inventory Systems , 1988 .

[16]  Ulrich Steger,et al.  Moving Business/Industry Towards Sustainable Consumption:: The Role of NGOs , 2002 .

[17]  E. Hippel,et al.  Lead users: a source of novel product concepts , 1986 .