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• Cover
• Half title
• Title page
• Imprints page
• Table of Contents
• List of Figures
• List of Tables
• List of Boxes
• List of Contributors
• Preface
• List of Abbreviations
• List of Case Studies
• Prologue
• 1 The Changing Role of Business in Global Society: CSR and Beyond
• 1.1 The Corporation in Society: Shifting Perspectives
• 1.2 Globalisation and CSR
• 1.3 CSR: Framing the Debate
• 1.3.1 What is CSR?
• 1.3.2 Other CSR Definitions
• 1.3.3 CSR as a Dynamic Concept
• 1.4 CSR and Beyond: Related Concepts and Debates
• 1.5 Why Do Corporations Engage in CSR?
• 1.6 CSR: Strategy, Communication and Governance
• 1.7 Case Study: Volkswagen: Engineering the Truth
• 1.8 Chapter Summary
• Chapter Questions
• Further Resources
• Part I Strategy and CSR
• Introduction from the Editors
• 2 Historical Perspectives on Corporate Social Responsibility
• 2.1 Introduction
• 2.2 CSR Phenomena: Issues, Modes and Rationales
• 2.2.1 CSR Issues
• 2.2.2 CSR Modes
• 2.2.3 Rationales for CSR
• 2.2.3.1 The Social Responsibility of Business Is to Create Wealth
• 2.2.3.2 To Use Wealth Created by Business for Social Ends
• 2.2.3.3 Business as a Vehicle for Social Responsibility
• 2.2.3.4 CSR Legitimises Business to Society and Government
• 2.2.3.5 CSR is a Vehicle for Wealth Creation
• 2.2.3.6 CSR Is a Form of Governance
• 2.3 CSR Actors: Society, Business and Government
• 2.3.1 Society Actors
• 2.3.3 Business Actors
• 2.3.4 Governmental Actors
• 2.4 Three Phases of CSR Development
• 2.4.1 Industrialisation
• 2.4.2 The Rise of the Modern Corporation
• 2.4.3 Internationalisation
• 2.5 Case Study: Marks and Spencer’s CSR: From Community to Global Responsibility?
• 2.5.1 Foundations and the First Century
• 2.5.2 The challenge of internationalisation
• 2.5.3 Taking Sustainability Seriously
• 2.6 Chapter Summary
• Chapter Questions
• Further Resources
• 3 Strategic CSR: Ambitions and Critiques
• 3.1 The Strategic Turn in CSR
• 3.2 Antecedents of Strategic CSR
• 3.2.1 Corporate Social Responsiveness
• 3.2.2. The Business Case for CSR
• 3.3 From Strategic Philanthropy to CSV
• 3.4 Arguments for Strategic CSR
• 3.5 Arguments against Strategic CSR
• 3.5.1 Legitimacy Issues
• 3.5.2 Value Blindness and Conceptual Confusion
• 3.5.3 Measures of Value and Social Impact
• 3.5.4 Compliance and the Big Picture
• 3.5.5 Delivering on Integration
• 3.6 Combining Perspectives
• 3.7 Case Study: Maersk Group and Shared Value
• 3.8 Chapter Summary
• Chapter Questions
• Further Resources
• 4 Corporate Responsibility Strategies for Sustainability
• 4.1 Introduction
• 4.2 What Does Sustainability Mean?
• 4.3 Strategy #1: Denial Strategy
• 4.4 Strategy #2: Defensive Strategy
• 4.5 Strategy #3: Isolated Strategy
• 4.6 Strategy #4: Embedded Strategy
• 4.7 Strategy #5: Transformational Strategy
• 4.8 Case Study: Terracycle
• 4.9 Chapter Summary
• Chapter Questions
• Further Resources
• 5 Managing for Stakeholders in the Digital Age
• 5.1 Introduction
• 5.2 Stakeholder Theory in Brief
• 5.2.1 Business as Relationships Among Stakeholders
• 5.2.2 The Jointness of Stakeholder Interests
• 5.3 Cultural Context and Historic Development of Stakeholder Models
• 5.4 Stakeholder Theory in the Age of Technology
• 5.4.1 Advancements in Technology Call for a Stakeholder Approach
• 5.4.2 Organised Groups – Stronger Voices
• 5.4.3 Names and Faces – Emotional Bond
• 5.4.4 High Transparency – Always in the Spotlight
• 5.4.5 Dispersed Interactions – Blurred Boundaries
• 5.4.6 New Stakeholder Emerges – Virtual Stakeholder
• 5.4.7 ‘Yes, and …’ – the Epitome of Stakeholder Thinking
• 5.5 Case Study: Monsanto
• 5.5.1 Company History: Success Driven by Innovation
• 5.5.2 Controversial Company Reputation: Biotech Move Did Not Help
• 5.5.3 Strong Support from some Stakeholder Groups
• 5.5.4 Neglecting Communities Negatively Affected Business
• 5.5.5 Ignoring Virtual Stakeholders Created Protests Against the Company
• 5.5.6 Monsanto Changes its Strategy and Starts a Dialogue with Communities
• 5.6 Chapter Summary
• Chapter Questions
• Further Resources
• 6 Political CSR: The Corporation as a Political Actor
• 6.1 Introduction
• 6.2 ‘Political’ CSR: Governance Gaps, MSIs and Democracy
• 6.2.1 Governance Gaps
• 6.2.2 MSIs
• 6.2.3 Democracy
• 6.3 Corporations and International Politics
• 6.3.1 National politics
• 6.3.2 International politics
• 6.4 The Political Importance of Products and Services
• 6.5 Case Study: Google Glass – The Future of Political Transparency?
• 6.6 Chapter Summary
• Chapter Questions
• Further Resources
• Personal Reflection by Mads Øvlisen
• Part II The Regulatory Dynamics of CSR
• Introduction from the Editors
• 7 Standards for CSR: Legitimacy, Impact and Critique
• 7.1 Introduction: The Emergence of Private Regulation
• 7.2 CSR Standards: What’s in a Name?
• 7.2.1 Standardising CSR
• 7.2.2 Types of CSR Standard
• 7.2.3 Interactions of CSR Standards with Government-Based Regulation
• 7.3 The Democratic Legitimacy of CSR Standards
• 7.3.1 Input Legitimacy
• 7.3.2 Output Legitimacy
• 7.4 The Impact of CSR Standards: Greenwash or Transformative Change?
• 7.4.1 Impact on Adopting Firms
• 7.4.2 Impact on Consumers
• 7.4.3 Impact on Regulated Issues
• 7.5 Critique of CSR Standards
• 7.5.1 The Multiplicity of CSR Standards
• 7.5.2 Lack of Inclusiveness in Standard Governance
• 7.5.3 The Limits of Certification
• 7.6 Case Study: The UN Global Compact: Bluewashing Corporate Practices?
• 7.7 Chapter Summary
• Chapter Questions
• Further Resources
• 8 Corporate Responsibility Reporting
• 8.1 Introduction
• 8.2 Definition, Development and Assurance
• 8.2.1 What is Corporate Responsibility Reporting?
• 8.2.2 How has Corporate Responsibility Reporting Evolved?
• 8.2.3 How can Corporate Responsibility Reports be Externally Assured?
• 8.3 Rationales, Problems and Challenges
• 8.3.1 Why Do or Should Companies Engage in Corporate Responsibility Reporting?
• 8.3.2 What are the Problems and Challenges of Corporate Responsibility Reporting?
• 8.4 Approaches to Governing Corporate Responsibility Reporting
• 8.4.1 Voluntary Corporate Responsibility Reporting
• 8.4.2 Mandatory Corporate Responsibility Reporting
• 8.5 Country and Sector Developments
• 8.5.1 How has Corporate Responsibility Reporting Developed in Countries and Regions?
• 8.5.2 How has Corporate Responsibility Reporting Developed in Sectors?
• 8.6 Case Study: The Global Reporting Initiative
• 8.7 Chapter Summary
• Chapter Questions
• Further Resources
• 9 NGO Activism and CSR
• 9.1 Introduction: No Fracking Way!
• 9.2 Activist NGOs: What Are They?
• 9.3 NGO Activism: Some Characterisations
• 9.4 How NGO Activism Affects Corporations
• 9.4.1 Shareholder Activism
• 9.4.2 Operational Costs and Benefits
• 9.4.2.1 Marketplace Tactics
• 9.4.2.2 Public Opinion Tactics
• 9.4.3 Partnerships
• 9.4.4 New Business Systems
• 9.5 Which Corporations are NGOs likely to target?
• 9.6 Strategic Response or Taking Responsibility?
• 9.7 Case Study: Clean Clothes Campaign
• 9.7.1 Contentious
• 9.7.2 Collaborative
• 9.7.3 Market-based
• 9.7.4 Urgent Appeals
• 9.7.5 Conclusion
• 9.8 Chapter Summary
• Chapter Questions
• Further Resources
• 10 Government as a Regulator of CSR: Beyond Voluntarism
• 10.1 Introduction
• 10.2 Government Involvement in CSR – An Overview
• 10.3 Government Involvement in CSR: Europe and Beyond
• 10.4 Public and Private Regulation of Business Activities
• 10.4.1 Government Regulation of CSR in a Firm’s Home Country
• 10.4.2 Private Regulation of CSR in a Firm’s Home Country
• 10.4.3 Private Regulation of CSR in a Firm’s Host Country
• 10.4.4 Government Regulation of CSR in a Firm’s Host Country
• 10.4.5 Public Private Partnerships
• 10.4.6 Illustrative Example of CSR Regulation by Public and Private Actors: The Bangladeshi Ready-Made Garment Sector
• 10.5 Efficiency and Democratic Legitimacy – Differences between Public and Private CSR Regulation
• 10.6 Case Study: Tax Transparency in the Extractive Sector
• 10.6.1 Private Regulation: The EITI
• 10.6.2 Public Regulation: Revision of the EU Accounting Directive and Dodd-Frank Section 1504
• 10.7 Chapter Summary
• Chapter Questions
• Further Resources
• Personal Reflection by Clare Short
• Part III Communication and CSR
• Introduction from the Editors
• 11 CSR Communication: What Is It? Why Is It Important?
• 11.1 Introduction
• 11.2 A Key CSR Communication Dilemma: Desirable yet Risky
• 11.2.1 The Dilemma: To Communicate or Not To Communicate …
• 11.3 A Distinguishing Feature of CSR Communication: Corporate Morality
• 11.3.1 Societal: Being Seen to Do Something to Improve Society
• 11.3.2 Sincere: Being Seen to Be Authentic about CSR
• 11.3.3 Transparent: Being Perceived as Not Trying to Hide Anything
• 11.4 Managerial Strategies for CSR Communication
• 11.4.1 Three CSR Communication Strategies
• 11.5 Three Phases in the Development of CSR Communication
• 11.5.1 The Instrumental Phase of CSR Communication
• 11.5.2 The Political Phase of CSR Communication
• 11.5.3 The Network Phase of CSR Communication
• 11.6 Case Study: Nestlé Meets Greenpeace in Social Media Campaign
• 11.7 Chapter Summary
• Chapter Questions
• Further Resources
• 12 CSR and Crisis Communication Strategies
• 12.1 Introduction: CSR as a Crisis Risk
• 12.2 The Context for CSR-Based Challenge Crises
• 12.2.1 Increasing Importance of Reputation and CSR
• 12.2.2 Linking CSR, Reputation and Crisis Communication
• 12.2.3 Emergence of Reputational Crises
• 12.2.4 Introducing the CSR-Based Challenge
• 12.3 Dynamics of the CSR-Based Challenge
• 12.3.1 Redefinitional Efforts
• 12.3.2 Agitation: The Challenge
• 12.3.3 Control: The Response
• 12.3.4 Extending the CSR-Based Challenge: The Double Interact
• 12.4 Case Study: Honey Maid and Same-Sex Marriage
• 12.5 Chapter Summary
• Chapter Questions
• Further Resources
• 13 CSR and Reputation: Too Much of a Good Thing?
• 13.1 Introduction
• 13.2 Reputation and CSR
• 13.3 Defining Corporate Reputation
• 13.3.1 Corporate Reputation and Related Concepts
• 13.4 How CSR Impacts Reputation
• 13.4.1 The Quest for CSR Reputations
• 13.5 Walking CSR: An Opportunity to Enhance Reputation
• 13.6 Talking CSR: Risking Reputational Damage
• 13.7 Reputational Dynamics: When ‘Too Much of a Good Thing’ Backfires
• 13.8 Case Study: Beyond Control? Managing Reputation after the BP Deepwater Horizon Oil Spill
• 13.8.1 What Happened Before: Rebranding for CSR
• 13.8.2 Five Years later: Conceding Sustainability?
• 13.9 Chapter Summary
• Chapter Questions
• Further Resources
• 14 The Corporate Construction of Transparency and (In)Transparency
• 14.1 Introduction
• 14.2 The Transparency Imperative
• 14.3 What Is Transparency?
• 14.4 Managing Transparency
• 14.5 The Implied Communication Model
• 14.6 Problematic Effects of Transparency
• 14.7 Transparency Strategies
• 14.8 Productive Effects of Transparency
• 14.9 Corporate Talk as Inspiration, Exploration and Aspiration
• 14.10 The Function of Opacity
• 14.11 Case Study: The ‘Equator Principles’ Standard
• 14.12 Chapter Summary
• Chapter Questions
• Further Resources
• Personal Reflection by Daniel Mittler
• Part IV The Governance of Transnational Issues
• Introduction from the Editors
• 15 Business and Human Rights: Not Just Another CSR Issue?
• 15.1 Introduction
• 15.2 What Are Human Rights?
• 15.3 Why Are Human Rights Relevant to Business?
• 15.4 The BHR Regime
• 15.4.1 The Guiding Principles on BHR
• 15.4.2 Critical Perspectives on the UNGPs
• 15.5 Operational Aspects: Managing Human Rights
• 15.5.1 Human Rights and Responsibility Management
• 15.5.2 Human Rights, Human Resources and Labour, and Supply Chain Management
• 15.6 Remedy
• 15.6.1 Reputational Damage and Accountability
• 15.6.2 Business Mechanisms: Operational level remedy
• 15.6.3 State-Based Remedies: Judicial (Courts) and Non-Judicial
• 15.7 Case Study: Lundbeck’s Pentobarbital Human Rights Dilemma
• 15.8 Chapter Summary
• Chapter Questions
• Further Resources
• 16 Anti-Corruption Governance and Global Business
• 16.1 Introduction
• 16.2 Corruption
• 16.3. Corruption Governance
• 16.3.1 Multiple Actors and Hard and Soft Regulations
• 16.3.2 Corruption Risk Management
• 16.4 Case Study: Siemens AG
• 16.5 Chapter Summary
• Chapter Questions
• Further Resources
• 17 Business and Transnational Environmental Governance
• 17.1 Introduction
• 17.2 Instruments of Environmental Governance
• 17.2.1 Regulation
• 17.2.2 International Negotiations and MEAs
• 17.2.3 Self-Regulation and Corporate Environmental Responsibility (CER)
• 17.2.4 Environmental Strategies and Value Chain Transmission Mechanisms
• 17.2.5 MSIs and Market-Based Instruments
• 17.3 Theoretical and Analytical Tools: TEG, Orchestration, and GVC Analysis
• 17.4 Case Study: Sustainable Shipping
• 17.4.1 Background
• 17.4.2 Regulation
• 17.4.3 Voluntary ‘Green Shipping’ Standards and Rating Schemes
• 17.4.4 Value Chain Drivers of Environmental Improvements
• 17.4.5 Lessons for Orchestrating TEG in Shipping
• 17.5 Chapter Summary
• Chapter Questions
• Further Resources
• 18 Labour Rights in Global Supply Chains
• 18.1 Introduction: Globalisation and Global Supply Chains
• 18.2 Labour Rights
• 18.3 Violations of Labour Rights: Sweatshop Labour in Global Supply Chains
• 18.4 The Sweatshop Labour Debate
• 18.4.1 Pros of Sweatshop Labour
• 18.4.2 Cons of Sweatshop Labour
• 18.5 Regulation and Improvement of Working Conditions in Global Supply Chains
• 18.5.1 Company Level
• 18.5.2 Industry Level
• 18.5.3 Multi-Stakeholder Level
• 18.5.4 Governmental Level
• 18.6 Case Study: Labour Rights in the Garment Supply Chain – The Rana Plaza Factory Collapse
• 18.7 Chapter Summary
• Chapter Questions
• Further Resources
• Personal Reflection by Mark Moody-Stuart
• Epilogue
• Glossary on CSR and Related Concepts
• References
• Name Index
• Subject Index