/pdf/managen-van-de-prestaties-op-het-gebied-van-mvo-464itc5s32.pdf

Managen van de prestaties op het gebied van MVO

Within the literature focusing on CSR's role in development, three ‘schools of practice’ appear to be emerging: the neo-liberal school (focused on self-regulation by industry according to the risks and rewards of CSR activity), the state-led school (focused on national and international regulation and co-operation) and the ‘third way’ school (focused on the role of for profit and not-for-profit organizations. Yet, each of these schools of practice may be critiqued using theories applicable to the broader field of development. Namely, the neo-liberal school fails to address the resource misallocations caused by CSR. The state-led school fails to address the underlying politics behind government encouraged CSR. The ‘third way’ school fails to address the self-interest involved in CSR. Copyright © 2003 John Wiley & Sons, Ltd and ERP Environment.

/pdf/corporate-social-responsibility-in-international-development-5dbq6c7vea.pdf

Corporate social responsibility in international development: an overview and critique

Since Ackerman in Corporate social responsiveness, the modern dilemma (1973), pleaded for the institutionalisation of corporate social performance (CSP) in business processes, researchers have focused on the role of strategy in CSP. This article demonstrates that CSP is institutionalised within the governance structure. We will attempt to make this clear by means of a description of the Dutch system of corporate governance. Under certain circumstances Dutch companies are already bound to CSP due to prevailing legislation. A governance perspective shows that CSP is institutionalised within a company’s governance structure. “Processes of responsiveness”, since long regarded as a starting point of CSP-analysis, appear to be decision-making processes. Within these processes the expectations of the stakeholders can be institutionalised, trust can be built and interests can be incorporated. This makes CSP context-dependent. However, it is possible to analyse companies by comparing the companies’ individual governance structures. The article concludes that CSP-analysis can fruitfully extend into analysing in the role of the stakeholders in the influence-pathways that are incorporated within the governance structure.

/pdf/how-corporate-social-performance-is-institutionalised-within-140lapdsue.pdf

How corporate social performance is institutionalised within the governance structure

Two key elements define the modern-day version of a socially responsible corporation: (1) targeting business activities on value creation in three dimensions, and (2) maintaining relationships with stakeholders. In this article, we argue that a proper understanding of Corporate Social Responsibility (CSR) lies in the intrinsic link between these two elements. A relational approach to CSR is called for. Circles of stakeholders reflect the level of involvement of different stakeholders with a corporation and the dynamics of their relations. In a globalising world, connecting corporations to outer-circle groups of stakeholders can be substantially rewarding. Partnerships with Non-Governmental Organisations (NGOs) present a useful strategy for governance for the benefit of all.

Managen van de prestaties op het gebied van MVO

References

Corporate social responsibility in international development: an overview and critique

How corporate social performance is institutionalised within the governance structure

Circles of stakeholders : Towards a relational theory of corporate social responsibility