000 | 01683cam a2200241 4500500 | ||
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005 | 20250121092936.0 | ||
041 | _afre | ||
042 | _adc | ||
100 | 1 | 0 |
_aAcquier, Aurélien _eauthor |
700 | 1 | 0 |
_a Daudigeos, Thibault _eauthor |
700 | 1 | 0 |
_a Valiorgue, Bertrand _eauthor |
245 | 0 | 0 | _aCorporate social responsibility as an organizational and managerial challenge: the forgotten legacy of the Corporate Social Responsiveness movement |
260 | _c2011. | ||
500 | _a29 | ||
520 | _aIn spite of the rich contributions which it has made to recent scholarship, Business and Society research does not systematically address the organizational and managerial issues associated with corporate social responsibility (CSR) strategies and policies. In the 1970s, this very conclusion prompted the Harvard Business School to launch a research program focused on Corporate Social Responsiveness, although the content of the program has since been forgotten and/or overly simplified. This article explores the program’s origins and content, assesses its contributions, and formulates hypotheses as to why the program was left behind. We contend that the Corporate Social Responsiveness program can assist with an analysis of the internal dynamics shaping how organizations institutionalize social and environmental issues. | ||
690 | _aHistory of Management | ||
690 | _aR. Ackerman and R. Bauer | ||
690 | _aCorporate Social Responsiveness | ||
690 | _aSustainable Development | ||
690 | _aCSR | ||
786 | 0 | _nM@n@gement | 14 | 4 | 2011-12-01 | p. 222-250 | 1286-4692 | |
856 | 4 | 1 | _uhttps://shs.cairn.info/journal-management-2011-4-page-222?lang=en&redirect-ssocas=7080 |
999 |
_c515053 _d515053 |