Corporate social strategy : stakeholder engagement and competitive advantage / / Bryan W. Husted, David Bruce Allen [[electronic resource]]

• Record Nr.: UNINA9910785326703321
• Autore: Husted Bryan <1957->
• Pubbl/distr/stampa: Cambridge : , : Cambridge University Press, , 2011
• ISBN: 0-511-86201-6; 1-107-21497-1; 1-282-94198-4; 9786612941986; 0-511-66706-X; 0-511-85980-5; 0-511-85893-0; 0-511-85806-X; 0-511-86067-6; 0-511-85719-5
• Descrizione fisica: 1 online resource (xiii, 348 pages) : digital, PDF file(s)
• Disciplina: 658.4/08
• Soggetti: Social responsibility of business; Social entrepreneurship; Social action - Economic aspects; Strategic planning - Social aspects
• Lingua di pubblicazione: Inglese
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Note generali: Title from publisher's bibliographic system (viewed on 05 Oct 2015).
• Nota di bibliografia: Includes bibliographical references and index.
• Nota di contenuto: Introduction -- pt. I. Fundamentals. Is corporate social strategy ethical? ; Theory of the firm and corporate social strategy ; How do we build corporate social strategy? ; Elements of successful corporate social strategy -- pt. II. The process of developing corporate social strategy. Competitive environment ; From stakeholder management to social strategy ; Resources and capabilities ; Corporate identity -- pt. III. Implementing social strategy. Organizing for social strategy ; Corporate social strategy management and the multinational company ; Measurement and evaluation ; The future of social strategy.
• Sommario/riassunto: Can good-will be good business? Firms are increasingly called upon to ; address matters such as poverty and human rights violations. The demand for corporate social responsibility (CSR) is directed mainly at top management in multinational corporations who are reminded that, in addition to helping to make the world a better place, their commitment to social action will be rewarded by lasting customer loyalty and profits. But is it true that firms that engage in social action will be rewarded with a good name, competitive advantage, superior profits and corporate sustainability? What if it is true for some firms and not for others? This book addresses these and other questions by explaining the how and why of creating value and competitive advantage through corporate social action. It shows how and when firms can develop successful corporate social strategies that establish strong commitments to shareholders, employees and other stakeholders.