DUBLIN, Ireland - (Business Wire) Research and Markets (
http://www.researchandmarkets.com/research/fd4075/the_oxford_handboo) has announced the addition of the "The Oxford Handbook of Corporate Social Responsibility" report to their offering.
CSR encompasses broad questions about the changing relationship between business, society, and government. This Handbook is an authoritative review of the academic research that has both prompted, and responded to, these issues. Bringing together leading experts, it provides clear thinking and new perspectives on CSR and the debates around it.
Business schools, the media, the corporate sector, governments, and non-governmental organizations have all begun to pay more attention to issues of Corporate Social Responsibility (CSR) in recent years. These issues encompass broad questions about the changing relationship between business, society and government, environmental issues, corporate governance, the social and ethical dimensions of management, globalization, stakeholder debates, shareholder and consumer activism, changing political systems and values, and the ways in which corporations can respond to new social imperatives.
This Oxford Handbook is an authoritative review of the academic research that has both prompted, and responded to, these issues. Bringing together leading experts in the area, it provides clear thinking and new perspectives on CSR and the debates around it.
The Handbook is divided into seven key sections:
- Introduction,
- Perspectives on CSR,
- Critiques of CSR,
- Actors and Drivers,
- Managing CSR,
- CSR in Global Context,
- Future Perspectives and Conclusions.
About the Author
Andrew Crane is the George R. Gardiner Professor of Business Ethics in the Schulich School of Business at York University. He has a PhD in Management from the University of Nottingham, and was previously Chair in Business Ethics and Director of the UKs first MBA in CSR in the International Centre for Corporate Social Responsibility at Nottingham University Business School.
Abagail McWilliams, PhD - Ohio State University, is a Professor in the College of Business, University of Illinois - Chicago and since 2002 has been a Visiting Professor in the International Centre for Corporate Social Responsibility - University of Nottingham. Her research on CSR has appeared in Academy of Management Journal, Academy of Management Review, Strategic Management Journal, and Journal of Management Studies.
Dirk Matten holds the Hewlett-Packard Chair in Corporate Social Responsibility at the Schulich School of Business, York University, Toronto. He holds a doctoral degree and the habilitation from Heinrich-Heine-University Dusseldorf, Germany. He is interested in CSR, business ethics and comparative management. He has published widely, including in Academy of Management Review, Journal of Management Studies, Organization Studies, and Business Ethics Quarterly.
Jeremy Moon is Professor and Director of the International Centre for Corporate Social Responsibility at Nottingham University Business School. Recent publications include Corporations and Citizenship (Cambridge University Press) and papers in Academy of Management Review and British Journal of Management. He is a Fellow of the Royal Society for the Arts.
Donald S. Siegel is Professor of Entrepreneurship at the University of California, Riverside. Recent publications include Innovation, Entrepreneurship, and Technological Change (Oxford University Press) and articles on CSR in Academy of Management Review, Journal of Management Studies, Journal of Economics and Management Strategy, and Leadership Quarterly. He is editor of the Journal of Technology Transfer, an associate editor of the Journal of Business Venturing and the Journal of Productivity Analysis, and serves on the editorial boards of the Journal of Management Studies, Academy of Management Perspectives, Academy of Management Learning & Education, and Strategic Entrepreneurship Journal.
Key Topics Covered:
List of Figures
List of Tables
Editor Biographies
Author Biographies
PART I INTRODUCTION
1. The Corporate Social Responsibility Agenda
Andrew Crane, Abagail McWilliams, Dirk Matten, Jeremy Moon, and Donald Siegel
PART II PERSPECTIVES ON CORPORATE SOCIAL RESPONSIBILITY
2. A History of Corporate Social Responsibility: Concepts and Practices
Archie B. Carroll
3. Corporate Social Responsibility Theories
Domènec Melé
4. The Business Case for Corporate Social Responsibility
Elizabeth C. Kurucz, Barry A. Colbert, and DavidWheeler
5. Corporate Social Performance and Financial Performance: A Research Synthesis
Marc Orlitzky
PART III CRITIQUES OF CORPORATE SOCIAL RESPONSIBILITY
6. Principals and Agents: Further Thoughts on the Friedmanite Critique of Corporate Social Responsibility
José Salazar and Bryan W. Husted
7. Rethinking Corporate Social Responsibility and the Role of the Firm—On the Denial of Politics
Gerard Hanlon
8. Critical Theory and Corporate Social Responsibility: Can/Should We Get Beyond Cynical Reasoning?
Timothy Kuhn and Stanley Deetz
9. Much Ado about Nothing: A Conceptual Critique of Corporate Social Responsibility
J. (Hans) van Oosterhout and Pursey P. M. A. R. Heugens
PART IV ACTORS AND DRIVERS
10. Top Managers as Drivers for Corporate Social Responsibility
Diane L. Swanson
11. Socially Responsible Investment and Shareholder Activism
Lloyd Kurtz
12. Consumers as Drivers of Corporate Social Responsibility
N. Craig Smith
13. Corporate Social Responsibility, Government, and Civil Society
Jeremy Moon and David Vogel
PART V MANAGING CORPORATE SOCIAL RESPONSIBILITY
14. Corporate Governance and Corporate Social Responsibility
Ann K. Buchholtz, Jill A. Brown, and Kareem M. Shabana
15. Stakeholder Theory: Managing Corporate Social Responsibility in a Multiple Actor Context
Thomas W. Dunfee
16. Responsibility in the Supply Chain
Andrew Millington
17. Corporate Social Responsibility: The Reporting and Assurance Dimension
David L. Owen and Brendan O’Dwyer
PART VI CORPORATE SOCIAL RESPONSIBILITY IN GLOBAL CONTEXT
18. Globalization and Corporate Social Responsibility
Andreas Georg Scherer and Guido Palazzo
19. Corporate Social Responsibility and Theories of Global Governance: Strategic Contestation in Global Issue Arenas
David L. Levy and Rami Kaplan
20. Corporate Social Responsibility in a Comparative Perspective
Cynthia A.Williams and Ruth V. Aguilera
21. Corporate Social Responsibility in Developing Countries
Wayne Visser
PART VII FUTURE PERSPECTIVES AND CONCLUSIONS
22. Educating for Responsible Management
Duane Windsor
23. Corporate Social Responsibility: Deep Roots, Flourishing Growth, Promising Future
William C. Frederick
24. Senior Management Preferences and Corporate Social Responsibility
Alison Mackey, Tyson B. Mackey, and Jay B. Barney
25. The Transatlantic Paradox: How Outdated Concepts Confuse the
American/European Debate about Corporate Governance Thomas Donaldson
26. Spirituality as a Firm Basis for Corporate Social Responsibility
Peter Pruzan
27. Future Perspectives of Corporate Social Responsibility: Where we are Coming from? Where are we Heading?
Ulrich Steger
28. Conclusion
Andrew Crane, Abagail McWilliams, Dirk Matten, Jeremy Moon, and Donald Siegel
Index
List of Figures
4.1 CSR value holarchy
4.2 Four modes of value creation in the CSR business case
5.1 Innovation as confounding variable
5.2 Innovation as mediating variable
10.1 Value neglect: executive normative myopia and neglectful
Corporate Social Performance
10.2 Value attunement: executive normative receptivity and attuned Corporate Social Performance
11.1 KLD research categories
11.2 KLD subcategory example: the environment
11.3 Classifying investment opportunities for a firm
12.1 Types of ethical consumerism
16.1 Power-dependence relationships
21.1 Classification of literature on CSR in developing countries
21.2 Drivers of CSR in developing countries
21.3 CSR pyramid for developing countries
23.1 The dual meaning of CSR
23.2 Four stages of CSR
23.3 Factors shaping CSR’s future
List of Tables
1.1 Academic journals in the field of Corporate Social Responsibility
2.1 Important CSR issues in the early 1970s
4.1 Four types of business case value creation
6.1 Relationship of chapter to prior and future research
6.2 Impact of CSR expenditures for principals by type of motivation
6.3 Expected elements of moral hazard and adverse selection by CSR motivation
6.4 Agency costs according to type of principal and motivation
11.1 Examples of special-purpose social investment mutual funds in the USA
12.1 The (RED)TM Manifesto
15.1 MAW’s (1997) categorization of stakeholder salience
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