By John O. Okpara, Samuel O. Idowu
In modern international company setting it really is now not appropriate company does good just by doing reliable. it's anticipated. With expanding pressures from stakeholders to enhance the base line in addition to to be reliable company voters, enterprise leaders face tricky judgements. What social matters may still we help? What projects should still we improve that would do the main reliable for the corporate in addition to the reason? will we comprise social messages in our advertisements, inspire our staff to volunteer, can we alter our enterprise practices? How will we combine a brand new initiative into present options? those and different demanding situations will proceed to stand destiny leaders.
This ebook offers considerate solutions to those vital questions, and to many extra. The e-book bargains feedback on tips on how to opt for between significant important reasons and in addition the best way to degree the quantity of excellent completed either for the recipients and the corporations themselves. after all, all isn't just approximately demanding situations, there are a great deal of possibilities that associate with them yet it’s simply accountable and sustainable leaders who will be in a position to spot those possibilities. that's the destiny which awaits 21st century leaders.
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Additional resources for Corporate Social Responsibility: Challenges, Opportunities and Strategies for 21st Century Leaders
The business case for corporate social responsibility: A review of concepts, research and practice. International Journal of Management Reviews, 12 (1), 85–105. Chen, J. , & Roberts, R. (2008). Corporate charitable contributions: A corporate social performance or legitimacy strategy? Journal of Business Ethics, 82, 131–144. De Schutter, O. (2008). Corporate social responsibility European style. European Law Journal, 14, 203–236. , Downing, R. , & Keeney, T. (1994). Environmental leadership: From compliance to competitive advantage.
For example, when confronted with a possibility to land an important order by “inviting” a public official and his family on a trip to Bahamas, the company, personified by the manager, might try to calculate whether this seems to maximize the total sum of well-being. However, there are good utilitarian reasons not to follow such a direct decision procedure. First of all, constant calculation takes a lot of time, and thus they can be counter-productive. Secondly, and more importantly, since managers, like most of us, have a tendency to care more about their own interests and downplay or even disregard the interests of others, constant calculation will most likely not lead to the maximization of the total sum of well-being.
Another justification for CSR holds that being proactive is better than been reactive, in the sense that anticipation, planning, and initiation are more practical and less costly than simply reacting to social problems once they have appeared (Carroll & Buchholtz, 2012). 1 Company Reputation and Legitimacy Arguments Reputation and legitimacy arguments maintain that firms may strengthen their legitimacy and enhance their reputation by engaging in CSR activities (Carroll & Shabana, 2010). Mainlining a good reputation remains an important benefit that affects almost all levels of organizational function.