03895nam 22007332 450 991078532670332120151005020621.00-511-86201-61-107-21497-11-282-94198-497866129419860-511-66706-X0-511-85980-50-511-85893-00-511-85806-X0-511-86067-60-511-85719-5(CKB)2670000000059738(EBL)615743(OCoLC)693761305(SSID)ssj0000434959(PQKBManifestationID)11316961(PQKBTitleCode)TC0000434959(PQKBWorkID)10404182(PQKB)10408828(UkCbUP)CR9780511667060(Au-PeEL)EBL615743(CaPaEBR)ebr10436344(CaONFJC)MIL294198(MiAaPQ)EBC615743(PPN)261336398(EXLCZ)99267000000005973820091218d2011|||| uy| 0engur|||||||||||txtrdacontentcrdamediacrrdacarrierCorporate social strategy stakeholder engagement and competitive advantage /Bryan W. Husted, David Bruce Allen[electronic resource]Cambridge :Cambridge University Press,2011.1 online resource (xiii, 348 pages) digital, PDF file(s)Title from publisher's bibliographic system (viewed on 05 Oct 2015).0-521-14963-0 0-521-19764-3 Includes bibliographical references and index.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.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.Social responsibility of businessSocial entrepreneurshipSocial actionEconomic aspectsStrategic planningSocial aspectsSocial responsibility of business.Social entrepreneurship.Social actionEconomic aspects.Strategic planningSocial aspects.658.4/08Husted Bryan1957-299236Allen David Bruce1951-UkCbUPUkCbUPBOOK9910785326703321Corporate social strategy3689788UNINA