Corporate Social Responsibility

In a recent time companies are giving more attention to develop a CSR (Corporate Social Responsibility) and mainly their core values. Core values are used in marketing strategies (Berry, 1999) also in customer-retention management in order to create distinctive, long-lasting relationships with customers (Prahald and Ramaswamy, 2004; Normann, 2001) and stakeholders (Pruzan, 1998; Post et a, 2002). The interaction with a stakeholder and concerns a business operation use to understood CSR as the voluntary integration of environmental and social, but it has failed to discuss and analyse CSR explicitly from the perspective of stakeholders (Andriof et al,2002; Post et al,2002).
Drawing on freeman (1984, 1994), the adoption of CSR regards we have two strategies: the shareholder strategy and the social-harmony strategy. As former explain in neo-classical economic theory (Friedman, 1970), early social responsibility for company’s in to increase profits but after ethics is impossible to disconnect business and it is also necessary to take all stakeholders into account (Freeman, 1994; Andriof et al, 2002).
The stakeholder theory has emerged as a primary organizing framework undergirding all of business ethics over the fifteen year. Recently it is gaining ground as a viable framework in the field of strategy. The ‘theory’ is not so much a formal unified as a broad research tradition that encompasses philosophy, ethics, political theory, economics, law and organizational social science. In its applied form we therefore refer to a ‘stakeholder approach’. The various Social Scientist & Philosophers have converged on stakeholder theory from different points, and for different reasons. The former see a stakeholder focus as a way to foreground the...

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...ld thus seem that CSR was initially a shareholder strategy (Roberts, 2001), but that a socially responsive CSR approach will encompass a broader spectrum of issues (Andriof et al. , 2002), including ethical considerations (Roberts, 2003). In “the path to Corporate Responsibility” Zadek (2004) refers to two dimensions of learning regarding CSR – organizational and societal. He argues that organizations’ learning pathway is complex and iterative and follows a learning pathway where the two last stages of five in the learning curve are: “It gives us competitive edge” and “We need to make sure everybody does it” (Zadek, 2004). Zadek (2004) argues that it is easy to start “but making business of a deeper sense of corporate responsibility requires courageous leadership – in particular, civil leadership – in learning, and a grounded process for organizational innovation”.