LEADER 03864nam 22007212 450 001 9910459506503321 005 20151005020621.0 010 $a0-511-86201-6 010 $a1-107-21497-1 010 $a1-282-94198-4 010 $a9786612941986 010 $a0-511-66706-X 010 $a0-511-85980-5 010 $a0-511-85893-0 010 $a0-511-85806-X 010 $a0-511-86067-6 010 $a0-511-85719-5 035 $a(CKB)2670000000059738 035 $a(EBL)615743 035 $a(OCoLC)693761305 035 $a(SSID)ssj0000434959 035 $a(PQKBManifestationID)11316961 035 $a(PQKBTitleCode)TC0000434959 035 $a(PQKBWorkID)10404182 035 $a(PQKB)10408828 035 $a(UkCbUP)CR9780511667060 035 $a(MiAaPQ)EBC615743 035 $a(Au-PeEL)EBL615743 035 $a(CaPaEBR)ebr10436344 035 $a(CaONFJC)MIL294198 035 $a(EXLCZ)992670000000059738 100 $a20091218d2011|||| uy| 0 101 0 $aeng 135 $aur||||||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aCorporate social strategy $estakeholder engagement and competitive advantage /$fBryan W. Husted, David Bruce Allen$b[electronic resource] 210 1$aCambridge :$cCambridge University Press,$d2011. 215 $a1 online resource (xiii, 348 pages) $cdigital, PDF file(s) 300 $aTitle from publisher's bibliographic system (viewed on 05 Oct 2015). 311 $a0-521-14963-0 311 $a0-521-19764-3 320 $aIncludes bibliographical references and index. 327 $aIntroduction -- 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. 330 $aCan 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. 606 $aSocial responsibility of business 606 $aSocial entrepreneurship 606 $aSocial action$xEconomic aspects 606 $aStrategic planning$xSocial aspects 615 0$aSocial responsibility of business. 615 0$aSocial entrepreneurship. 615 0$aSocial action$xEconomic aspects. 615 0$aStrategic planning$xSocial aspects. 676 $a658.4/08 700 $aHusted$b Bryan$f1957-$0299236 702 $aAllen$b David Bruce$f1951- 801 0$bUkCbUP 801 1$bUkCbUP 906 $aBOOK 912 $a9910459506503321 996 $aCorporate social strategy$92480760 997 $aUNINA