Managing Corporate Social Responsibility in Action by Frank de Bakker, Frank den Hond

By Frank de Bakker, Frank den Hond

During this quantity, the authors specialize in diverse elements of handling CSR in motion to catch adjustments among discourse and perform. by way of analyzing the query from 3 angles - speaking approximately CSR, doing CSR and measuring CSR - they try and make experience of the variation among perform and fact.

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Extra resources for Managing Corporate Social Responsibility in Action (Corporate Social Responsibility Series)

Sample text

In contrast to the 1988−1998 period, CSR was no longer driven by imitation of US firms. Although some articles in the Financial Times still described US firms as models of CSR development, leading in the implementation of measures such as codes of conduct (the Financial Times, 5 August 1999) and the appointment of special ethics officers (the Financial Times, 19 August 1999), these articles were exceptions. Instead, the Financial Times focused on the emerging British approach to CSR, which had been developed with support from the government and various NGOs.

Moreover, several organizations, such as Business in the Community (BITC) and the Prince of Wales International Business Leaders Forum, adopted the concept of CSR and started to promote it. The relevant articles in the Financial Times reflected the 22 Managing Corporate Social Responsibility in Action CSR-related activities that had been mobilized. For example, attention was directed toward BITC’s annual award for leaders committed to CSR, the appointment of the new CSR minister, and the launch of various CSR initiatives.

In the articles, words such as ‘managers’ and ‘executive’ were frequently used. Other business terms such as ‘investment’ and ‘market’ also frequently occurred in the Financial Times’ articles about CSR. As discussed later in this chapter, the proponents and opponents of CSR each took different stands on the relationship between CSR and business, making this theme critical in our analysis of rhetorical patterns. The opponents argued that CSR would distract firms’ attention from profit generation, whereas the proponents emphasized CSR as a business concern, drawing attention to the connection between high ethical and moral standards and long–term success.

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