Corporate Social Strategy
Stakeholder Engagement and Competitive Advantage

This book shows how firms can develop successful corporate social strategies that establish strong commitments to shareholders, employees and other stakeholders.

Bryan W. Husted (Author), David Bruce Allen (Author)

9780521149631, Cambridge University Press

Paperback, published 11 November 2010

362 pages, 9 b/w illus. 11 tables
22.8 x 15.2 x 1.6 cm, 0.58 kg

'This book gives interesting insights both for academics and practitioners. Instead of addressing the usual questions on CSR and sustainability, this book begins by formulating new ones, taking the inquiry one step further while keeping in mind that scenarios for the future of corporate social strategy and strategy itself are uncertain. … strengths of this deeply documented work are threefold: (1) a solid anchoring of … views in CSR, stakeholder and mainstream strategic theory, (2) a variety of empirical evidence and case studies conducted over the years by the authors on which they support their views, and (3) while being profound 'believers' in CSS, they keep an eye on potential weaknesses and threats, difficulties and challenges that this idea will face both today and tomorrow.' Mar Perez, European Management Journal

Can good-will be good business? Firms are increasingly called upon to address matters such as poverty and human rights violations. The demand for corporate social responsibility (CSR) is directed mainly at top management in multinational corporations who are reminded that, in addition to helping to make the world a better place, their commitment to social action will be rewarded by lasting customer loyalty and profits. But is it true that firms that engage in social action will be rewarded with a good name, competitive advantage, superior profits and corporate sustainability? What if it is true for some firms and not for others? This book addresses these and other questions by explaining the how and why of creating value and competitive advantage through corporate social action. It shows how and when firms can develop successful corporate social strategies that establish strong commitments to shareholders, employees and other stakeholders.

List of figures
List of tables
List of appendices
Acknowledgments
1. Introduction: corporate social strategy
Part I. Fundamentals: 2. The ethics of social strategy
3. Theory of the firm and corporate social strategy
4. Overview of the model: how do we build corporate social strategy?
5. Elements of successful corporate social strategy
Part II. The Process of Developing Corporate Social Strategy: 6. Competitive environment
7. From stakeholder management to social strategy
8. Resources and capabilities
9. Corporate identity
Part III. Implementing Social Strategy: 10. Organizing for social strategy
11. Corporate social strategy management and the multinational company
12. Measurement and evaluation
13. Conclusions: the future of social strategy
Bibliography
Index.

Subject Areas: Business ethics & social responsibility [KJG], Business & management [KJ]