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By and large, corporations of the 21st century have come to realise that their obligations to societies in terms of corporate social responsibility are fourfold: economic, ethical, altruistic and strategic. Meeting these four responsibilities is crucial to their survival in their various markets and industries; it also requires them to rewrite their previously less socially responsible business models in order to do so. All indications continue to suggest that it is those organisations that are perceived to be socially responsible by stakeholders in modern markets that survive and prosper. Corporations have equally realised that by being innovative in all things - including their CSR activities and initiatives - they will add value to the so-called bottom line, to the positive contributions they make to society and to how they are perceived by their key stakeholders.
However, many criticisms have been made of CSR in its current form, often related to the lack of value that it generates within the enterprise and the fact that it offers only a partial and short-term response to the full challenges of sustainable development. The time has come to shift the CSR focus away from risk management towards a more progressive and entrepreneurial approach that seeks to create value and identify sustainable opportunities for strategic innovation.
This book aims to explore, inspire and support creative, innovative and strategic CSR. "Innovation" in this book means new products, services and technologies and, in addition, new organisational and institutional systems, structures and new business models that empower the organisation to advance strategically in an ever more competitive business world.
Both research and practice show that CSR has mainly been approached in terms of value protection and risk management, where the main objective has been to protect companies' existing assets or avoid scandals. Therefore, in many cases where CSR remains at the forefront of business activity, it does not lead to fundamental changes and is not yet integrated as a strategic component where it could create value, generate new ideas and open new opportunities.
How do corporate entities shift their attention from risk management to value creation? This is the key question that this book attempts to answer, both theoretically and empirically as well as through real case studies and experiences.
With contributions from a crème de la crème of scholars from 12 countries, Innovative CSR gathers together a cornucopia of innovative practices that will be essential reading for academics and practitioners alike.
Contents
Foreword Professor Dr Philippe HaspeslaghInnovative corporate social responsibility: an introduction Samuel O. Idowu, Céline Louche and Walter Leal FilhoPart I: CSR and competitive advantage 1. An action-based approach for linking CSR with strategy: framework and cases Jeremy Galbreath, Graduate School of Business, Curtin University of Technology, Western Australia Kim Benjamin, Curtin Business School, Curtin University of Technology, Western Australia2. Exploring the regulatory preconditions for business advantage in CSR David Williamson, Gary Lynch-Wood and Rilka Dragneva-Lewers, University of Manchester, UK3. Convergent and divergent corporate social responsibility Nicola Misani, Bocconi University, Italy4. CSR: an opportunity for SMEs Denise Baden, University of Southampton, UK5. Competitive advantage from CSR programmes Malcolm F. Arnold, Cranfield University, UK6. A strategic approach to CSR: the case of Beghelli Barbara Del Bosco, University of Bergamo, ItalyPart II: CSR and Value Creation 7. CSR as a strategic activity: value creation, redistribution and integration Karen Maas and Frank Boons, Erasmus University Rotterdam, The Netherlands8. Does corporate social responsibility really add value for consumers? Alejandro Alvarado-Herrera, University of Quintana Roo, Mexico Enrique Bigné-Alcañiz, Rafael Currás-Pérez and Joaquín Aldás-Manzano, University of Valencia, Spain9. Strategic corporate social responsibility: a brand-building tool Francisco Guzmán, University of North Texas, USA Karen L. Becker-Olsen, The College of New Jersey, USA10. Corporate social responsibility: risk managing for value creation in the housing sector in the UK Jyoti Navare, Middlesex University, UK11. Healthcare provision of a multinational company operating in emerging markets: ethical motivations, benefits of healthcare investment and the impact on socially responsible investors Katinka C. van Cranenburgh, Daniel Arenas and Laura Albareda, ESADE (Universitat Ramon Llull), Spain12. A rose by any other name? The Case of HIV/AIDS interventions among South African SMEs Karla A. Duarte and Maeve Houlihan, University College Dublin, IrelandPart III: CSR and Innovation 13. Innovation in corporate social responsibility: how innovative is it? An exploratory study of 129 global innovative CSR solutions Céline Louche, Vlerick Leuven Gent Management School, Belgium Samuel O. Idowu, London Metropolitan University Business School, UK Walter Leal Filho, Hamburg University of Applied Sciences, Germany14. Towards a sustainable innovation model for small enterprises Steven P. MacGregor and Joan Fontrodona, IESE Business School, Spain Jose Hernandez, University of Strathclyde, UK15. Barriers to innovative CSR: the impacts of organisational learning, organisational structure and the social embeddedness of the firm Lutz Preuss, Royal Holloway, University of London, UK16. How consultants contribute to CSR innovation: combining competences and modifying standards Magnus Frostenson, Uppsala University, Sweden17. Strategic CSR in the Japanese context: from business risk to market creation Scott Davis, Rikkyo University, Japan18. CSR, the mining industry and indigenous peoples in Australia and Canada: from cost and risk minimisation to value creation and sustainable development Ciaran O'Faircheallaigh, Griffith University, AustraliaInnovative corporate social responsibility in the 21st century: some thoughts Walter Leal Filho, Hamburg University of Applied Sciences, Germany Céline Louche, Vlerick Leuven Gent Management School, Belgium Samuel O. Idowu, London Metropolitan University Business School, UK
