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Corporate social responsibility

From Wikipedia, the free encyclopedia

Corporate social responsibility (CSR, also called corporate conscience, corporate citizenship or responsible business)[1] is a form of corporate self-regulation integrated into a business model. CSR policy functions as a self-regulatory mechanism whereby a business
monitors and ensures its active compliance with the spirit of the law, ethical standards and national or international norms[2]. With some models, a firm's implementation of CSR goes beyond compliance and statutory requirements, which engages in "actions that appear to
further some social good, beyond the interests of the firm and that which is required by law".[3][4] The binary choice between 'complying' with the law and 'going beyond' the law must be qualified with some nuance. In many areas such as environmental or labor regulations,
employers can choose to comply with the law, to go beyond the law, but they can also choose to not comply with the law, such as when they deliberately ignore gender equality or the mandate to hire disabled workers. There must be a recognition that many so-called 'hard'
laws are also 'weak' laws, weak in the sense that they are poorly enforced, with no or little control and/or no or few sanctions in case of non-compliance. 'Weak' law must not be confused with soft law.[5] The aim is to increase long-term profits and shareholder trust through
positive public relations and high ethical standards to reduce business and legal risk by taking responsibility for corporate actions. CSR strategies encourage the company to make a positive impact on the environment and stakeholders including consumers, employees,
investors, communities, and others.

Proponents argue that corporations increase long-term profits by operating with a CSR perspective, while critics argue that CSR distracts from businesses' economic role. A 2000 study compared existing econometric studies of the relationship between social and financial
performance, concluding that the contradictory results of previous studies reporting positive, negative, and neutral financial impact, were due to flawed empirical analysis and claimed when the study is properly specified, CSR has a neutral impact on financial outcomes.[6]

Critics[7][8] questioned the "lofty" and sometimes "unrealistic expectations" in CSR.[9] or that CSR is merely window-dressing, or an attempt to pre-empt the role of governments as a watchdog over powerful multinational corporations.

Political sociologists became interested in CSR in the context of theories of globalization, neoliberalism and late capitalism. Some sociologists viewed CSR as a form of capitalist legitimacy and in particular point out that what began as a social movement against uninhibited
corporate power was transformed by corporations into a 'business model' and a 'risk management' device, often with questionable results.[10]

CSR is titled to aid an organization's mission as well as serve as a guide to what the company represents for its consumers. Business ethics is the part of applied ethics that examines ethical principles and moral or ethical problems that can arise in a business environment.
ISO 26000 is the recognized international standard for CSR. Public sector organizations (the United Nations for example) adhere to the triple bottom line (TBL). It is widely accepted that CSR adheres to similar principles, but with no formal act of legislation.

Contents
1 Definition
2 Consumer perspectives
3 Approaches
3.1 Cost-benefit analysis
4 Scope
4.1 Supply chain
5 Implementation
5.1 Engagement plan
5.2 Accounting, auditing and reporting
5.3 Verification
5.4 Ethics training
5.5 Common actions
5.6 Social license
6 Potential business benefits
6.1 Triple bottom line
6.2 Human resources
6.3 Risk management
6.4 Brand differentiation
6.5 Reduced scrutiny
6.6 Supplier relations
7 Criticisms and concerns
7.1 Nature of business
7.2 Motives
7.3 Ethical Ideologies
7.4 Misdirection
7.5 Controversial industries
7.6 The Kizhakkambalam takeover
8 Negative impact of corporate psychopathy
9 Stakeholder influence
9.1 Ethical consumerism
9.2 Socially responsible investing
9.3 Creating shared value
9.4 Public policies
9.5 Crises and their consequences
10 Geography
10.1 UK retail sector
11 Texts
12 See also
13 References
13.1 Notes
13.2 Sources
14 External links

Definition
Since the 1960s,[11] corporate social responsibility has attracted attention from businesses and stakeholders in regard to its benefits and what it is. Corporate social responsibility has been defined differently by different writers based on what they perceive about the
concept. Having learnt from the devastating effects of corporate social irresponsibility, companies are focusing on the impacts of their operations not only on profits but the society and environment at large. Therefore, corporate social responsibility refers to "the ethical
principle that an organization should be responsible for how its behaviour might affect society and the environment"[12]. From 1960"corporate social responsibility" has remained a term used indiscriminately by many to cover legal and moral responsibility more narrowly
construed.[11]

In response to the rising concerns on ethical issues in businesses, Carroll 1991 extended corporate social responsibility from the traditional economic and legal responsibility to ethical and philanthropic responsibility[13] .Carroll demonstrates that corporate social
responsibility is made up of four responsibilities that are interrelated and argues that corporate social responsibility can not be achieved without meeting the four responsibilities sequentially namely Economic,legal,ethical and philanthropic responsibilities.
Similarly,Business Dictionary defines CSR as "A companys sense of responsibility towards the community and environment (both ecological and social) in which it operates. Companies express this citizenship (1) through their waste and pollution reduction processes, (2)
by contributing educational and social programs and (3) by earning adequate returns on the employed resources."[14]

Consumer perspectives
Most consumers agree that while achieving business targets, companies should do CSR at the same time.[16] Most consumers believe companies doing charity work will receive a

Businesses have changed when the public came to expect and require
positive response.[17] Somerville also found that consumers are loyal and willing to spend more on retailers that support charity. Consumers also believe that retailers selling local different behavior [...] I predict that in the future, just as in the past, changes
products will gain loyalty.[18] Smith (2013)[19] shares the belief that marketing local products will gain consumer trust. However, environmental efforts are receiving negative
views given the belief that this would affect customer service.[18] Oppewal et al. (2006) found that not all CSR activities are attractive to consumers.[20] They recommended that
in public attitudes will be essential for changes in businesses' environmental
practices.
retailers focus on one activity.[21] Becker-Olsen (2006)[22] found that if the social initiative done by the company is not aligned with other company goals it will have a negative Jared Diamond, "Big businesses and the environment"[15]
impact. Mohr et al. (2001)[23] and Groza et al. (2011)[24] also emphasise the importance of reaching the consumer.

Approaches
Some commentators have identified a difference between the Canadian (Montreal school of CSR), the Continental European and the Anglo-Saxon approaches to CSR.[25] It is said that for Chinese
consumers,[26] a socially responsible company makes safe, high-quality products; for Germans it provides secure employment; in South Africa it makes a positive contribution to social needs such as
health care and education.[27] And even within Europe the discussion about CSR is very heterogeneous.[28]

A more common approach to CSR is corporate philanthropy. This includes monetary donations and aid given to nonprofit organizations and communities. Donations are made in areas such as the
arts, education, housing, health, social welfare and the environment, among others, but excluding political contributions and commercial event sponsorship.[29]

Another approach to CSR is to incorporate the CSR strategy directly into operations. For instance, procurement of Fair Trade tea and coffee.

Creating Shared Value, or CSV is based on the idea that corporate success and social welfare are interdependent. A business needs a healthy, educated workforce, sustainable resources and adept
government to compete effectively. For society to thrive, profitable and competitive businesses must be developed and supported to create income, wealth, tax revenues and philanthropy. The
Harvard Business Review article Strategy & Society: The Link between Competitive Advantage and Corporate Social Responsibility provided examples of companies that have developed deep
linkages between their business strategies and CSR.[30] CSV acknowledges trade-offs between short-term profitability and social or environmental goals, but emphasizes the opportunities for
competitive advantage from building a social value proposition into corporate strategy. CSV gives the impression that only two stakeholders are important - shareholders and consumers.

Many companies employ benchmarking to assess their CSR policy, implementation and effectiveness. Benchmarking involves reviewing competitor initiatives, as well as measuring and evaluating
the impact that those policies have on society and the environment, and how others perceive competitor CSR strategy.[31]

Cost-benefit analysis CSR Approaches

In competitive markets cost-benefit analysis of CSR initiatives can be examined using a resource-based view (RBV). According to Barney (1990), "formulation of the RBV, sustainable competitive advantage requires that resources be valuable (V), rare (R), inimitable (I)
and non-substitutable (S)."[32][33] A firm introducing a CSR-based strategy might only sustain high returns on their investment if their CSR-based strategy could not be copied (I). However, should competitors imitate such a strategy, that might increase overall social
benefits. Firms that choose CSR for strategic financial gain are also acting responsibly.

RBV presumes that firms are bundles of heterogeneous resources and capabilities that are imperfectly mobile across firms. This imperfect mobility can produce competitive advantages for firms that acquire immobile resources. McWilliams and Siegel (2001) examined CSR
activities and attributes as a differentiation strategy. They concluded that managers can determine the appropriate level of investment in CSR by conducting cost benefit analysis in the same way that they analyze other investments.

Reinhardt (1998) found that a firm engaging in a CSR-based strategy could only sustain an abnormal return if it could prevent competitors from imitating its strategy.[34]

Scope
Initially, CSR emphasized the official behaviour of individual firms. Later, it expanded to include supplier behaviour and the uses to which products were put and how they were disposed of after they lost value.

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Supply chain

In the 21st century, corporate social responsibility in the supply chain has attracted attention from businesses and stakeholders. Corporations supply chain is the process by which several organizations including suppliers, customers and logistics providers work together to
provide a value package of products and services to the end user who is the customer[35].Key issues that have driven business entities is fair trading standard setting for suppliers in relation to human rights, labour standards and environment[12].

Corporate social irresponsibility in supply chain has greatly affected the reputation of companies leading a lot of cost to solve the problems for instance incidents like the 2013 Savar building collapse killing over 1000 people perished pushed companies to consider the
impacts of their operations on society and environment. On the other side the horse meat scandal of 2013 in the United kingdom affected so many food retailers including Tesco the largest retailer in the United Kingdom (http://www.telegraph.co.uk/foodanddrink
/foodanddrinknews/9891296/Horsemeat-scandal-supermarkets-have-failed-to-check-meat-suppliers-MPs-told.html) leading to the dismissal of the supplier.This corporate social irresponsibility from both the suppliers and the retailers have greatly affected the stakeholders
who lost trust for the affected business entities and despite of the fact that some times its not directly undertaken by the companies, they become accountable to the stakeholders .These surrounding issues have prompted Supply chain management to consider the Corporate
social responsibility context. Wieland and Handfield (2013) suggested that companies need to include social responsibility in their reviews of component quality. They highlighted the use of technology in improving visibility across the supply chain.[36]

Implementation
CSR may be based within the human resources, business development or public relations departments of an organisation,[37] or may be a separate unit reporting to the CEO or the board of directors.

Engagement plan

An engagement plan can assist in reaching a desired audience. A corporate social responsibility individual or team plans the goals and objectives of the organization. As with any corporate activity, a defined budget demonstrates commitment and scales the program's
relative importance.

Accounting, auditing and reporting

Social accounting is the communication of social and environmental effects of a company's economic actions to particular interest groups within society and to society at large.[38]

Social accounting emphasizes the notion of corporate accountability. Crowther defines social accounting as "an approach to reporting a firms activities which stresses the need for the identification of socially relevant behavior, the determination of those to whom the
company is accountable for its social performance and the development of appropriate measures and reporting techniques."[39] Reporting guidelines and standards serve as frameworks for social accounting, auditing and reporting:

AccountAbility's AA1000 standard, based on John Elkington's triple bottom line (3BL) reporting
The Prince's Accounting for Sustainability Project's Connected Reporting Framework[40]
The Fair Labor Association conducts audits based on its Workplace Code of Conduct and posts audit results on the FLA website.
The Fair Wear Foundation verifies labour conditions in companies' supply chains, using interdisciplinary auditing teams.
Global Reporting Initiative's Sustainability Reporting Guidelines
Economy for the Common Good's Common Good Balance Sheet[41]
GoodCorporation's standard[42] developed in association with the Institute of Business Ethics
Synergy Codethic 26000[43] Social Responsibility and Sustainability Commitment Management System (SRSCMS) Requirements Ethical Business Best Practices of Organizations - the necessary management system elements to obtain a certifiable ethical
commitment management system. The standard scheme has been build around ISO 26000 and UNCTAD Guidance on Good Practices in Corporate Governance.The standard is applicable by any type of organization.;
Earthcheck Certification / Standard
Social Accountability International's SA8000 standard
Standard Ethics Aei guidelines
The ISO 14000 environmental management standard
The United Nations Global Compact requires companies to communicate on their progress[44] (or to produce a Communication on Progress, COP), and to describe the company's implementation of the Compact's ten universal principles.[45]
The United Nations Intergovernmental Working Group of Experts on International Standards of Accounting and Reporting (ISAR) provides voluntary technical guidance on eco-efficiency indicators,[46] corporate responsibility reporting,[47] and corporate governance
disclosure.[48]
The FTSE Group publishes the FTSE4Good Index, an evaluation of CSR performance of companies.
EthicalQuote (CEQ) tracks reputation of the worlds largest companies on Environmental, Social, Governance (ESG), Corporate Social Responsibility, ethics and sustainability.
The Islamic Reporting Initiative (IRI) is a not-for-profit organization which leads the creation of the IRI framework; the guiding integrated CSR reporting framework based on Islamic principles and values.[49]

In nations such as France, legal requirements for social accounting, auditing and reporting exist, though international or national agreement on meaningful measurements of social and environmental performance has not been achieved. Many companies produce externally
audited annual reports that cover Sustainable Development and CSR issues ("Triple Bottom Line Reports"), but the reports vary widely in format, style, and evaluation methodology (even within the same industry). Critics dismiss these reports as lip service, citing examples
such as Enron's yearly "Corporate Responsibility Annual Report" and tobacco companies' social reports.

In South Africa, as of June 2010, all companies listed on the Johannesburg Stock Exchange (JSE) were required to produce an integrated report in place of an annual financial report and sustainability report.[50] An integrated report reviews environmental, social and
economic performance alongside financial performance. This requirement was implemented in the absence of formal or legal standards. An Integrated Reporting Committee (IRC) was established to issue guidelines for good practice.

Verification

Corporate social responsibility and its resulting reports and efforts should be verified (https://sftool.gov/plan/541/verifying-delivery-sustainable-products-services) by the consumer of the goods and services. The accounting, auditing and reporting resources provide a
foundation for consumers to verify that their products are socially sustainable. Due to an increased awareness of the need for CSR, many industries have their own verification resources.[51] The include organizations like the Forest Stewardship Council (paper and forest
products), International Cocoa Initiative (http://www.cocoainitiative.org/), and Kimberly Process (diamonds). The United Nations also provides frameworks not only for verification, but for reporting of human rights violations in corporate supply chains.

Ethics training

The rise of ethics training inside corporations, some of it required by government regulation, has helped CSR to spread. The aim of such training is to help employees make ethical decisions when the answers are unclear.[52] The most direct benefit is reducing the likelihood
of "dirty hands",[53] fines and damaged reputations for breaching laws or moral norms. Organizations see increased employee loyalty and pride in the organization.[54]

Common actions

Common CSR actions include:[55]

Environmental sustainability: recycling, waste management, water management, renewable energy, reusable materials, 'greener' supply chains, reducing paper use and adopting Leadership in Energy and Environmental Design (LEED) building standards.[56][57][58]
Community involvement: This can include raising money for local charities, providing volunteers, sponsoring local events, employing local workers, supporting local economic growth, engaging in fair trade practices, etc.[59][60]
Ethical marketing: Companies that ethically market to consumers are placing a higher value on their customers and respecting them as people who are ends in themselves. They do not try to manipulate or falsely advertise to potential consumers. This is important for
companies that want to be viewed as ethical.

Social license

"Social license" refers to a local community's acceptance or approval of a company. Social license exists outside formal regulatory processes. Social license can nevertheless be acquired through timely and effective communication, meaningful dialogue and ethical and
responsible behavior.

Displaying commitment to CSR is one way to achieve social license, by enhancing a company's reputation.[61]

Potential business benefits

A large body of literature exhorts business to adopt non-financial measures of success (e.g., Deming's Fourteen Points, balanced scorecards). While CSR benefits are hard to quantify, Orlitzky, Schmidt and Rynes[62] found a correlation between social/environmental
performance and financial performance.

The business case for CSR[63] within a company employs one or more of these arguments:

Triple bottom line

"People, planet and profit", also known as the triple bottom line form one way to evaluate CSR. "People" refers to fair labour practices, the community and region where the business operates. "Planet" refers to sustainable environmental practices. Profit is the economic
value created by the organization after deducting the cost of all inputs, including the cost of the capital (unlike accounting definitions of profit).[64][65]

This measure was claimed to help some companies be more conscious of their social and moral responsibilities.[66] However, critics claim that it is selective and substitutes a company's perspective for that of the community. Another criticism is about the absence of a
standard auditing procedure.[67]

The term was coined by John Elkington in 1994.[65]

Human resources

A CSR program can be an aid to recruitment and retention,[68][69] particularly within the competitive graduate student market. Potential recruits often consider a firm's CSR policy. CSR can also help improve the perception of a company among its staff, particularly when
staff can become involved through payroll giving, fundraising activities or community volunteering. CSR has been credited with encouraging customer orientation among customer-facing employees.[70]

CSR is known for impacting employee turnover. Several executives suggest that employees are their most valuable asset and that the ability to retain them leads to organization success. Socially responsible activities promote fairness, which in turn generate lower employee
turnover. On the other hand, if an irresponsible behavior is demonstrated by a firm, employees may view this behavior as negative. Proponents argue that treating employees well with competitive pay and good benefits is seen as a socially responsible behavior and
therefore reduces employee turnover.[71] Executives have a strong desire for building a positive work context that benefits CSR and the company as a whole. This interest is driven particularly by the realization that a positive work environment can result in desirable
outcomes such as more favorable job attitudes and increased work performance.[72]

The IBM Institute for Business Value conducted a survey of 250 business leaders worldwide in 2008. The survey found out that businesses have assimilated a much more strategic view, and that 68% companies reported are utilizing CSR as an opportunity and part of a
sustainable growth strategy. The authors noted that while developing and implementing a CSR strategy represents a unique opportunity to benefit the company. However, only 31% of businesses surveyed engaged their employees on the companys CSR objectives and
initiatives. The surveys authors also stated that employee engagement on CSR initiatives can be a powerful recruitment and retention tool. As a result, employees tend to discard employers with a bad reputation.[73]

Risk management

Managing risk is an important executive responsibility. Reputations that take decades to build up can be ruined in hours through corruption scandals or environmental accidents.[74] These draw unwanted attention from regulators, courts, governments and media. CSR can
limit these risks.[75]

Brand differentiation

CSR can help build customer loyalty based on distinctive ethical values.[76] Some companies use their commitment to CSR as their primary positioning tool, e.g., The Co-operative Group, The Body Shop and American Apparel[77]

Some companies use CSR methodologies as a strategic tactic to gain public support for their presence in global markets, helping them sustain a competitive advantage by using their social contributions as another form of advertising.[78]

Companies that operate strong CSR activities tend to drive customers attention to buy products or services regardless of the price. As a result, this increases competition among firms since customers are aware of the companys CSR practices. These initiatives serve as a
potential differentiator because they not only add value to the company, but also to the products or services. Furthermore, firms under intense competition are able to leverage CSR to increase the impact of their distribution on the firms performance. For instance, lowering
the carbon footprint of a firms distribution network or engaging in fair trade are potential differentiators to lower costs and increase profits. In this scenario, customers can observe the companys commitment to CSR while increasing company sales.[79]

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Whole Foods marketing and promotion of organic foods have had a positive effect on the supermarket industry. Proponents assert that Whole Foods has been able to work with its suppliers to improve animal treatment and quality of meat offered in their stores. They also
promote local agricultures in over 2,400 independent farms to maintain their line of sustainable organic produce. As a result, Whole Foods high prices do not turn customers away from shopping. In fact, they are pleased buying organic products that come from sustainable
practices.[80]

According to a Harvard Business Review article, there are three theaters of practice in which CSR can be divided. Theater one focuses on philanthropy, which includes donations of money or equipment to non-profit organizations, engagement with communities initiatives
and employee volunteering. This is characterized as the soul of a company, expressing the social and environmental priorities of the founders. The authors assert that companies engage in CSR because they are an integral part of the society. For instance, the Coca-Cola
Company contributes with $88.1 million annually to a variety of environmental educational and humanitarian organization. Another example is PNC Financial Services' Grow Up Great childhood education program. This program provides critical school readiness
resources to underserved communities where PNC operates.[81]

On the other hand, theater two focuses on improving operational effectiveness in the workplace. The researchers assert that programs in this theater strive to deliver social or environmental benefits to support a companys operation across the value chain by improving
efficiency. Some of the examples mentioned include sustainability initiatives to reduce resource use, waste, and emission that could potentially reduce costs. It also calls for investing in employee work conditions such as health care and education which may enhance
productivity and retention. Unlike philanthropic giving, which is evaluated by its social and environmental return, initiatives in the second theater are predicted to improve the corporate bottom line with social value. Bimbo, the largest bakery in Mexico, is an excellent
example of this theater. The company strives to meet social welfare needs. It offers free educational service to help employees complete high school. Bimbo also provides supplementary medical care and financial assistance to close gaps in the government health
coverage.[81]

Moreover, the third theater program aims to transform the business model. Basically, companies create new forms of business to address social or environmental challenges that will lead to financial returns in the long run. One example can be seen in Unilevers Project
Shakti in India. The authors describe that the company hires women in villages and provides them with micro-finance loans to sell soaps, detergents, and other products door-to-door. This research indicates that more than 65,000 women entrepreneurs are doubling their
incomes while increasing rural access and hygiene in Indian villages. Another example is IKEA's People and Planet initiative to be 100% sustainable by 2020. As a consequence, the company wants to introduce a new model to collect and recycle old furniture.[81]

Reduced scrutiny

Corporations are keen to avoid interference in their business through taxation and/or regulations. A CSR program can persuade governments and the public that a company takes health and safety, diversity and the environment seriously, reducing the likelihood that
company practices will be closely monitored.

Supplier relations

Appropriate CSR programs can increase the attractiveness of supplier firms to potential customer corporations. E.g., a fashion merchandiser may find value in an overseas manufacturer that uses CSR to establish a positive imageand to reduce the risks of bad publicity
from uncovered misbehavior.

Criticisms and concerns

CSR concerns include its relationship to the purpose of business and the motives for engaging in it.

Nature of business

Milton Friedman and others argued that a corporation's purpose is to maximize returns to its shareholders and that obeying the laws of the jurisdictions within which it operates constitutes socially responsible behavior.[82]

While some CSR supporters claim that companies practicing CSR, especially in developing countries, are less likely to exploit workers and communities, critics claim that CSR itself imposes outside values on local communities with unpredictable outcomes.[83]

Better governmental regulation and enforcement, rather than voluntary measures, are an alternative to CSR that moves decision-making and resource allocation from public to private bodies.[84] However, critics claim that effective CSR must be voluntary as mandatory
social responsibility programs regulated by the government interferes with peoples own plans and preferences, distorts the allocation of resources, and increases the likelihood of irresponsible decisions.[85]

Motives

Some critics believe that CSR programs are undertaken by companies to distract the public from ethical questions posed by their core operations. They argue that the reputational benefits that CSR companies receive (cited above as a
benefit to the corporation) demonstrate the hypocrisy of the approach.[87] Moreover, some studies find that CSR programs are motivated by corporate managers' personal interests at the cost of the shareholders so they are a type of
an agency problem in corporations.[88][89]

Others have argued that the primary purpose of CSR is to provide legitimacy to the power of businesses.[90] As wealth inequality is perceived to be increasing[91] it has become increasingly necessary for businesses to justify their
position of power. Bakan[92] is one of the most prominent critics of the conflict of interest between private profit and public good, and his argument is summarised by Haynes that a corporate calculus exists in which costs are pushed
onto both workers, consumers and the environment. [93] CSR spending may be seen in these financial terms, whereby the higher costs of socially undesirable behaviour are offset by a CSR spending of a lower amount. Indeed, it has
been argued that there is a halo effect in terms of CSR spending. Research has found that firms which had been convicted of bribery in the USA under the Foreign Corrupt Practices Act (FCPA) received more lenient fines if they A story of CSR promoted by Azim
had been seen to be actively engaging in comprehensive CSR practices. It was found that typically either a 20% increase in corporate giving or a commitment to eradicating a significant labour issue, such as child labour, was equated Premji Foundation in India[86]
to a 40% lower fine in the case of bribing foreign officials.[94]

Aguinis and Glavas conducted a comprehensive review of CSR literature, covering 700 academic sources from numerous fields including Organizational Behaviour, Corporate Strategy, Marketing and HRM. It was found that the primary reason for firms to engage in CSR
were the expected financial benefits associated with CSR, rather than being motivated a desire to be responsible to society.[95]

Ethical Ideologies

CEOs political ideologies are evident manifestations of their different personal views. Each CEO may exercise different powers according to their organizational outcomes. In fact, their political ideologies are expected to influence their preferences for the CSR outcomes.
Proponents argue that politically liberal CEOs will envision the practice of CSR as beneficial and desirable to increase a firms reputation. They tend to focus more on how the firm can meet the needs of the society. As a consequence, they will advance with the practice of
CSR while adding value to the firm. On the other hand, property rights may be more relevant to conservative CEOs. Since conservatives tend to value free markets, individualism and call for a respect of authority, they will not likely envision this practice as often as those
identifying as liberals might.[96]

The financials of the company and the practice of CSR also have a positive relationship. Moreover, the performance of a company tends to influence conservatives more likely than liberals. While not seeing it from the financial performance point of view, liberals tend to
hold a view that CSR adds to the business triple bottom line. For instance, when the company is performing well, they will most likely promote CSR. If the company is not performing as expected, they will rather tend to emphasize this practice because they will potentially
envision it as a way to add value to the business. In contrast, politically conservative CEOs will tend to support the practice of CSR if they hold a view that it will provide a good return to the financials of the company. In other words, this type of executives tend to not see
the outcome of CSR as a value to the company if it does not provide anything in exchange.[96]

Misdirection

Another concern is that sometimes companies use CSR to direct public attention away from other, harmful business practices. For example, McDonald's Corporation positioned its association with Ronald McDonald House as CSR[97] while its meals have been accused of
promoting poor eating habits.[98]

Acts which may initially appear to be altruistic CSR may have ulterior motives. The funding of scientific research projects has been used as a source of misdirection by firms. Prusiner, who discovered the protein responsible of CJD and won of the 1997 Nobel prize in
Medicine, thanks the tobacco company RJ Reynolds for their crucial support. RJ Reynolds funded the research into CJD. Proctor states that the tobacco industry was the leading funder of research into genetics, viruses, immunology, air pollution [99] anything which
formed a distraction from the well-established research linking smoking and cancer.

Research has also found that Corporate Social Marketing, a form of CSR promoting societal good, is being used to direct criticism away from the damaging practices of the alcohol industry.[100] It has been shown that adverts which supposedly encourage responsible
drinking simultaneously aim to promote drinking as a social norm. Companies may engage in CSR and Social Marketing in this case to prevent more stringent government legislation on alcohol marketing.

Controversial industries

Industries such as tobacco, alcohol or munitions firms make products that damage their consumers and/or the environment. Such firms may engage in the same philanthropic activities as those in other industries. This duality complicates assessments of such firms with
respect to CSR.[101]

The Kizhakkambalam takeover

Textile company Kitex has taken over the administration of an entire Indian village called Kizhakkambalam near Cochin by winning the local body elections. Environmentalists and mainstream politicians of India point out that this can lead to a dangerous precedent
because the company got actively involved in CSR only after they were caught red-handed in polluting the village.[102]

Negative impact of corporate psychopathy

As corporate psychopaths have little or no conscience or care or empathy, it follows logically that they are not driven by any notion of social responsibility or commitment to employees or to the wider public.[103]

Stakeholder influence
One motivation for corporations to adopt CSR is to satisfy stakeholders.

Branco and Rodrigues (2007) describe the stakeholder perspective of CSR as the set of views of corporate responsibility held by all groups or constituents with a relationship to the firm.[104] In their normative model the company accepts these views as long as they do not
hinder the organization. The stakeholder perspective fails to acknowledge the complexity of network interactions that can occur in cross-sector partnerships. It relegates communication to a maintenance function, similar to the exchange perspective.[105]

Ethical consumerism

The rise in popularity of ethical consumerism over the last two decades can be linked to the rise of CSR.[106] Consumers are becoming more aware of the environmental and social implications of their day-to-day consumption decisions and in some cases make purchasing
decisions related to their environmental and ethical concerns.[107]

One issue with the consumers relationship with CSR is that it is much more complex than it first appears. In their paper on the consumer and CSR, Janssen and Vanhamme looked into a phenomenon that they termed the "CSR-Consumer Paradox"[104]. This describes the
mismatch that occurs where consumers report that they would only buy from companies with good social responsibility. For instance, a survey by Cohn & Wolfe, found that globally over 60% of consumers want to buy from responsible companies[105]. However, Janssen
and Vanhamme reported that less than 4% of average household expenditure in the UK in 2010 was ethical. This indicates that there is a clear discrepancy between consumer beliefs and intentions, and actual consumer behaviour so that when it comes down to their actual
purchase behaviour, CSR has a much lesser impact than consumers initially say it does.

One theory put forward for explaining the "CSR-Consumer Paradox" is that of "bystander apathy" or the bystander effect. This theory stems from the social psychology works of Darley and Latan [106] and states that the likelihood of an individual acting in a given
situation is greatly reduced if other bystanders do nothing even if that individual strongly believes in a certain course of action. In terms of explaining the CSR-Consumer Paradox, this theory would suggest the: If they do not care then why should I? mentality. So even if a
consumer is against the use of sweatshops or wants to support green causes, they may continue to make purchases from companies that are socially irresponsible just because other consumers seem apathetic towards the issue.

A second explanation issued by Janssen and Vanhamme is that of reciprocal altruism. This is a key concept in evolutionary psychology that is argued to fuel all human behaviour: people only do something if they can get something back in return. In the case of CSR and
ethical consumerism, however, consumers get very little in return for their investment. Ethically sourced or manufactured products are typically higher in price due to greater costs. But the reward for consumers is not much different from that of a non-ethical counterpart.
Therefore evolutionary speaking making an ethical purchase is not worth the higher cost to the individual even if they believe in supporting ethically, environmentally and socially beneficial causes.

Socially responsible investing

Shareholders and investors, through socially responsible investing are using their capital to encourage behavior they consider responsible. However, definitions of what constitutes ethical behavior vary. For example, some religious investors in the US have withdrawn
investment from companies that violate their religious views, while secular investors divest from companies that they see as imposing religious views on workers or customers.[108]

Creating shared value

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Non-governmental organizations are also taking an increasing role, leveraging the media and the Internet to increase the visibility of corporate behavior. Through education and dialogue, the development of community awareness in pushing businesses to change their
behavior is growing.[109]

Creating Shared Value (CSV) claims to be more community aware than CSR. Several companies are refining their collaboration with stakeholders accordingly.

Public policies

Some national governments promote socially and environmentally responsible corporate practices. The heightened role of government in CSR has facilitated the development of numerous CSR programs and policies.[110] Various European governments have pushed
companies to develop sustainable corporate practices.[111] CSR critics such as Robert Reich argued that governments should set the agenda for social responsibility with laws and regulation that describe how to conduct business responsibly.

Regulation

Fifteen European Union countries actively engaged in CSR regulation and public policy development.[111] CSR efforts and policies are different among countries, responding to the complexity and diversity of governmental, corporate and societal roles. Studies claimed that
the role and effectiveness of these actors were case-specific.[110]

The variety among companies complicates regulatory processes.[112] Self-regulation allows each corporate actor to balance profits and social responsibility without cumbersome governmental involvement. Studies suggest that mandated CSR distorts the allocation of
resources and increases the likelihood of irresponsible decisions.[113]

Bulkeley cited the Australian government's actions to avoid compliance with the Kyoto Protocol in 1997, over concerns of economic loss and national interest. The Australian government claimed that the pact would damage Australia more than any other OECD
nation.[114] In November 2007, the new Prime Minister Kevin Rudd ratified the protocol.

Canada adopted CSR in 2007. Prime Minister Harper encouraged Canadian mining companies to meet Canadas newly developed CSR standards.[115]

The Heilbronn Declaration is a voluntary agreement of enterprises and institutions in Germany especially of the Heilbronn-Franconia region signed the 15th of September 2012. The approach of the Heilbronn Declaration targets the decisive factors of success or failure,
the achievements of the implementation and best practices regarding CSR. A form of responsible entrepreneurship shall be initiated to meet the requirements of stakeholders trust in economy. It is an approach to make voluntary commitments more binding.[116]

Laws

In the 1800s,the US government could take away a firm's license if it acted irresponsibly. Corporations were viewed as "creatures of the state" under the law. In 1819, the United States Supreme Court in Dartmouth College vs. Woodward established a corporation as a legal
person in specific contexts. This ruling allowed corporations to be protected under the Constitution and prevented states from regulating firms.[117] Recently countries included CSR policies in government agendas.[111]

On 16 December 2008, the Danish parliament adopted a bill making it mandatory for the 1100 largest Danish companies, investors and state-owned companies to include CSR information in their financial reports. The reporting requirements became effective on 1 January
2009.[118] The required information included:

CSR/SRI policies
How such policies are implemented in practice
Results and management expectations

CSR/SRI is voluntary in Denmark, but if a company has no policy on this it must state its positioning on CSR in financial reports.[119]

In 1995, item S50K of the Income Tax Act of Mauritius mandated that companies registered in Mauritius paid 2% of their annual book profit to contribute to the social and environmental development of the country.[120] In 2014, India also enacted a mandatory minimum
CSR spending law. Under Companies Act, 2013, any company having a net worth of 500 crore or more or a turnover of 1,000 crore or a net profit of 5 crore must spend 2% of their net profits on CSR activities.[121] The rules came into effect from 1 April 2014.[122]

Crises and their consequences

Crises have encouraged the adoption of CSR. The CERES principles were adopted following the 1989 Exxon Valdez incident.[53] Other examples include the lead paint used by toy maker Mattel, which required the recall of millions of toys and caused the company to
initiate new risk management and quality control processes. Magellan Metals was found responsible for lead contamination killing thousands of birds in Australia. The company ceased business immediately and had to work with independent regulatory bodies to execute a
cleanup. Odwalla experienced a crisis with sales dropping 90% and its stock price dropping 34% due to cases of E. coli. The company recalled all apple or carrot juice products and introduced a new process called "flash pasteurization" as well as maintaining lines of
communication constantly open with customers.

Geography
Corporations that employ CSR behaviors do not always behave consistently in all parts of the world.[123] Conversely, a single behavior may not be considered ethical in all jurisdictions. E.g., some jurisdictions forbid women from driving,[124] while others require women to
be treated equally in employment decisions.

UK retail sector

A 2006 study[125] found that the UK retail sector showed the greatest rate of CSR involvement. Many of the big retail companies in the UK joined the Ethical Trading Initiative,[126] an association established to improve working conditions and worker health.

Tesco (2013)[127] reported that their essentials are Trading responsibility, Reducing our Impact on the Environment, Being a Great Employer and Supporting Local Communities. J Sainsbury[128] employs the headings Best for food and health, Sourcing with
integrity, Respect for our environment, Making a difference to our community, and A great place to work, etc. The four main issues to which UK retail these companies committed are environment, social welfare, ethical trading and becoming an attractive workplace.
[129][130]

Top ten UK retail brands in 2013 based

on Retail Week reports:[131]
Retailer Annual Sales bn
Tesco 42.8
Sainsbury's 22.29
Asda 21.66
Morrisons 17.66
Mark and Spencer 8.87
Co-operative Group 8.18
John Lewis Partnership 7.76
Boots 6.71
Home Retail Group 5.49
King Fisher 4.34

Anselmsson and Johansson (2007)[132] assessed three areas of CSR performance: human responsibility, product responsibility and environmental responsibility. Martinuzzi et al. described the terms, writing that human responsibility is the company deals with suppliers who
adhere to principles of natural and good breeding and farming of animals, and also maintains fair and positive working conditions and work-place environments for their own employees. Product responsibility means that all products come with a full and complete list of
content, that country of origin is stated, that the company will uphold its declarations of intent and assume liability for its products. Environmental responsibility means that a company is perceived to produce environmental-friendly, ecological, and non-harmful
products.[133] Jones et al. (2005) found that environmental issues are the most commonly reported CSR programs among top retailers.[134]

Texts
United Nations Guiding Principles on Business and Human Rights (2011)[135]
OECD Guidelines for Multinational Enterprises (2011)[136]

See also
Accountability Evolution of corporate social responsibility in India
Beneficiation Green economy
Business in the Community Green job
Business ethics Human resource management
Business philosophy Inclusive business
Carbon neutrality Integrity management
Carbon offset Interest of the company
Chief green officer International development
Civil society ISO 26000
Conscious business Life cycle assessment
Corporate behaviour Matching gift
Corporate governance Noblesse oblige
Corporate personhood OECD Guidelines for Multinational Enterprises
Corporate social entrepreneurship Organizational ethics
Corporate sustainability Organizational justice
Corporation Psychopathy in the workplace
Creating shared value Responsible mining
Customer engagement Responsible Research and Innovation
Development studies Shareholder primacy
Environmentalism Social development
Ethics Socially responsible investing
Ethical banking Socially responsible marketing
Ethical code Social work
Ethical consumerism Sustainability reporting
Ethical job Voluntary compliance
Ethical Positioning Index (EPI) Volunteer grant

References
Notes
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(3). Academy of Management Perspectives: 516. 66(10), 1954 (http://gtw3.grantthornton.in/assets/Companies_Act-CSR.pdf) (PDF). Grant Thornton India
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37. "Corporate Social Responsibility and Ethical Careers" (http://www.careers.ed.ac.uk Profits" (http://www.colorado.edu/studentgroups/libertarians/issues/friedman-soc-resp- (http://search.proquest.com/docview/198172266). Journal of Business Ethics. 84 (4):
/STUDENTS/Careers business.html). The New York Times Magazine. Retrieved 2008-03-07. 589603. doi:10.1007/s10551-008-9710-7 (https://doi.org
/Corporate%20Social%20Responsibility%20and%20Ethical%20Careers.html). University 83. c.f., Aquino, M.P., Nuestro Clamor por la Vida. Teologa Latinoamericana desde la /10.1007%2Fs10551-008-9710-7). Retrieved 11 February 2013.
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/10.1007%2F978-3-642-02630-0_2). 85. Armstrong, J. Scott; Green, Kesten C. (2013). "Effects of corporate social responsibility 126. "Ethical trading Initiative" (http://www.ethicaltrade.org/).
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/books?id=QLYCAAAACAAJ). Financial Times/Prentice Hall. p. 20. /1/MPRA_paper_43007.pdf) (PDF). Journal of Business Research. 128. "Sainsbury CSR Report" (http://www.sainsburys.co.uk/sol/index.jsp). Retrieved
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43. Synergy-gss. "Synergy" (http://www.synergy-gss.com/SynergyStandards and-prospect(7b71bedf-949e-4071-9782-8601a5507dc4).html). research.cbs.dk. 33 (12): 882892. doi:10.1108/09590550510634611 (https://doi.org
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45. United Nations Global Compact (http://www.unglobalcompact.org says half of global wealth held by the 1%" (https://www.theguardian.com/business /Documents/Publications/GuidingPrinciplesBusinessHR_EN.pdf), Office of the United
/docs/communication_on_progress/COP_Policy_Feb11.pdf) /2015/jan/19/global-wealth-oxfam-inequality-davos-economic-summit-switzerland). The Nations High Commissioner for Human Rights (page visited on 29 October 2016).
46. ITEIPC 20037 (http://www.unctad.org/en/docs/iteipc20037_en.pdf) Guardian. ISSN 0261-3077 (https://www.worldcat.org/issn/0261-3077). Retrieved 136. OECD Guidelines for Multinational Enterprises (http://mneguidelines.oecd.org
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48. ITETEB 20063 (http://www.unctad.org/en/docs/iteteb20063_en.pdf) 92. Bakan, Joel (2012-03-01). The Corporation: The Pathological Pursuit of Profit and 29 October 2016).
49. Ajaz Ali. "Philanthropy, CSR and economic growth" (http://saudigazette.com.sa/saudi- Power (https://books.google.co.uk/books?hl=en&lr=&id=B2ueBAAAQBAJ&oi=fnd&
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Sources

Books

Bhattacharya, CB; Sen, Sankar; Korschun, Daniel (2011). Leveraging Corporate Social Responsibility: The Stakeholder Route to Business and Social Value (http://www.cambridge.org/us/knowledge/isbn/item6474048/?site_locale=en_US). Cambridge: UK: Cambridge University Press.
10 key things to know about CSR. Brand Strategy. London. 2007. p. 47.
Bulkeley, Harriet (2001). "Governing Climate Change: The Politics of Risk Society?". Transactions of the Institute of British Geographers. Royal Geographical Society. 26 (4): 43047. ISSN 1475-5661 (https://www.worldcat.org/issn/1475-5661). JSTOR 3650659 (https://www.jstor.org
/stable/3650659). doi:10.1111/1475-5661.00033 (https://doi.org/10.1111%2F1475-5661.00033). (Registration required (help)).
Carroll, Archie B. (2000). "The Four Faces of Corporate Citizenship". In Richardson, J. E. Business Ethics 00/01. Dushkin/McGraw-Hill. pp. 187191. ISBN 9780072365238. OCLC 65519999 (https://www.worldcat.org/oclc/65519999).
De George, Richard T. (2011). Business Ethics (https://books.google.com/books?id=jwQB_XWs0TkC). Dorling Kindersley, licensees of Pearson Education in South Asia. ISBN 978-81-317-6335-3.
Jared Diamond, Collapse: How Societies Choose to Fail or Survive, Penguin Books, 2011, chapter "Big businesses and the environment: different conditions, different outcomes", page 441-485 (ISBN 978-0-241-95868-1).
Feltus, C.; Petit, M.; Dubois, E. (2009). Strengthening employee's responsibility to enhance governance of IT: COBIT RACI chart case study (http://portal.acm.org/citation.cfm?id=1655168.1655174&coll=portal&dl=ACM&type=series&idx=SERIES320&part=series&
WantType=Proceedings&title=CCS&CFID=62671076&CFTOKEN=92670385). Proceedings of the first ACM workshop on Information security governance (WISG'09). Chicago, Il. ISBN 978-1-60558-787-5.
Grace, Damian; Cohen, Stephen (1 October 2004). Business Ethics: Problems and Cases (https://books.google.com/books?id=bMEgAAAACAAJ). Oxford University Press. ISBN 978-0-19-551727-9.
Habisch, A; Jonker, J.; Wagner, M; Schmidpeter, R. (2005). Corporate Social Responsibility Across Europe. Springer. ISBN 3-540-23251-6.
Kerr, M.; Janda, R.; Pitts, C. (2009). Pitts, C., ed. Corporate Social Responsibility: A Legal Analysis (http://www.lexisnexis.ca/bookstore/bookinfo.php?pid=1750). Toronto: LexisNexis. ISBN 978-0-433-45115-0.
Rae, Scott B.; Wong, Kenman L. (1996). Beyond Integrity: A Judeo-Christian Approach. Grand Rapids, Mich.: Zondervan. ISBN 9780310201731. OCLC 34046805 (https://www.worldcat.org/oclc/34046805).

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Corporate social responsibility - Wikipedia https://en.wikipedia.org/wiki/Corporate_social_responsibility

Spence, L.; Habisch, A.; Schmidpeter, R. (2004). Responsibility and Social Capital. The World of Small and Medium Sized Enterprises. Palgrave. ISBN 0-333-71459-8.
Sun, William (2010). How to Govern Corporations So They Serve the Public Good: A Theory of Corporate Governance Emergence. New York: Edwin Mellen. ISBN 978-0-7734-3863-7.
Visser, W.; Matten, D.; Pohl, M.; Tolhurst, Nick (2008). The A to Z of Corporate Social Responsibility (http://eu.wiley.com/WileyCDA/WileyTitle/productCd-0470723955.html). Wiley. ISBN 978-0-470-72395-1.

Journals and magazines

Baker, M. "Companies in Crisis- What to do when it all goes wrong" (http://www.mallenbaker.net/csr/crisis05.html). Mallenbaker.net.
Bansal, P.; Roth, R. (2000). "Why Companies Go Green: A model of Ecological Responsiveness". The Academy of Management Journal. 43 (4): 717736. ISSN 0001-4273 (https://www.worldcat.org/issn/0001-4273). JSTOR 1556363 (https://www.jstor.org/stable/1556363).
doi:10.2307/1556363 (https://doi.org/10.2307%2F1556363).
Fields, S. (2002). "Sustainable Business Makes Dollars and Cents". Environmental Health Perspectives. 110 (3): A142A145. JSTOR 3455129 (https://www.jstor.org/stable/3455129). doi:10.1289/ehp.110-a142 (https://doi.org/10.1289%2Fehp.110-a142).
Fry, L. W.; Keim, G. D.; Meiners, R. E. (1982). "Corporate Contributions: Altruistic or for Profit?". The Academy of Management Journal. 25 (1): 94106. ISSN 0001-4273 (https://www.worldcat.org/issn/0001-4273). JSTOR 256026 (https://www.jstor.org/stable/256026).
doi:10.2307/256026 (https://doi.org/10.2307%2F256026).
"How the Court Works" (http://www.icj-cij.org/court/index.php?p1=1&p2=6). International Court of Justice.
Roux, M. (2007). "Climate conducive to corporate action: 1 All-round Country Edition" (http://www.theaustralian.news.com.au/story/0,25197,22356183-7583,00.html). The Australian: 14.
Sacconi, L. (2004). "A Social Contract Account for CSR as Extended Model of Corporate Governance (Part II): Compliance, Reputation and Reciprocity" (11). Journal of Business Ethics: 7796. SSRN 731603 (https://ssrn.com/abstract=731603) .
Thilmany, J. (September 2007). "Supporting Ethical Employees" (http://www.shrm.org/hrmagazine/07September/). 52 (2). HR Magazine: 105110.
Tullberg, S.; Tullberg, J. (1996). "On Human Altruism: The Discrepancy between Normative and Factual Conclusions". Oikos. 75 (2): 327329. ISSN 0030-1299 (https://www.worldcat.org/issn/0030-1299). JSTOR 3546259 (https://www.jstor.org/stable/3546259). doi:10.2307/3546259
(https://doi.org/10.2307%2F3546259).
Wei, K. C. John (July 2011). "Corporate Social Responsibility A Comparison Between Vietnam and China". 1 (1). International Journal of Governance.
Smith, N. C.; Lopez, S; Read, D. (2010). "Consumer perceptions of corporate social responsibility: The CSR halo effect" (http://www.insead.edu/facultyresearch/research/details_papers.cfm?id=27378). 16. Faculty and Research Paper.
Carroll, Archie B. (1979). "A Three Dimensional Model of Corporate Performance". Academy of Management Review. 4 (4): 497505. doi:10.5465/amr.1979.4498296 (https://doi.org/10.5465%2Famr.1979.4498296).
Lantos, Geoffrey P. (2001). "The Boundaries of Strategic Corporate Social Responsibility". Journal of Consumer Marketing. MCB UP. 18 (7): 595632. ISSN 0736-3761 (https://www.worldcat.org/issn/0736-3761). doi:10.1108/07363760110410281 (https://doi.org
/10.1108%2F07363760110410281).
Lantos, Geoffrey P.; Cooke, Simon (1 May 2003). "Corporate Socialism Unethically Masquerades as "CSR": The Difference between Being Ethical, Altruistic, and Strategic in Business". Strategic Direction. 19 (6): 3135. ISSN 0258-0543 (https://www.worldcat.org/issn/0258-0543).
doi:10.1108/02580540310472135 (https://doi.org/10.1108%2F02580540310472135).
Oppewal, H.; Alexander, A.; Sulliwan, P. (2006). "Consumer Perceptions of Corporate Social Responsibility in town shopping centres and their influence on shopping evaluations". Journal of retailing and consumer services. 13 (4): 263270. doi:10.1016/j.jretconser.2005.08.015
(https://doi.org/10.1016%2Fj.jretconser.2005.08.015).

Web

Catalyst Consortium (2002). "What is Corporate Social Responsibility?" (http://www.rhcatalyst.org/site/DocServer/CSRQ_A.pdf?docID=103) (PDF).

Fialka., J.; Some Companies Move From Opposition to Offering Proposals on Limiting Emissions". (2006). "Politics & Economics: Big Businesses Have New Take on Warming". Wall Street Journal. p. 4.
Sullivan, N.; Schiafo, R. (June 12, 2005). "Talking Green, Acting Dirty (Op-Ed)." (https://www.nytimes.com/2005/06/12/opinion/nyregionopinions/12WEsullivan.html). New York Times.
Epstein-Reeves, James (2010). "Consumers Overwhelmingly Want CSR" (http://www.forbes.com/sites/csr/2010/12/15/new-study-consumers-demand-companies-implement-csr-programs/.). Retrieved 28 April 2014.
Kardashian, Kirk (2013). "When Retailers Do Good, Are Consumers More Loyal?" (http://www.tuck.dartmouth.edu/newsroom/articles/when-retailers-do-good-are-consumers-more-loyal). Retrieved 28 April 2014.
"Corporate Socialism Unethically Masquerades as "Corporate Social Responsibility" " (http://www.ethicsbasedmarketing.net/11.html). Ethics-Based Marketing.
Somerville, Michael (September 13, 2013). "Nearly half of Britons would buy more from a store that supports charity" (http://www.retailgazette.co.uk/articles/41134-nearly-half-of-britons-would-buy-more-from-a-store-that-supports-charity). Retrieved 28 April 2014.

External links
Foundation for Corporate Social Responsibility (http://www.fcsr.pl/)
Center on Sustainability and Shared Value Research (http://www.center4sharedvalue.org)
Ethical Performance (http://www.ethicalperformance.com/index.php) online magazine
CSR Times (http://www.csrtimes.com) Corporate Social Responsibility News Portal
Brand Responsibility Project Records (http://digital.lib.washington.edu/findingaids/view?docId=BrandResponsiblityProject5683.xml) 2004-2012.0.84 cubic feet (2 boxes) of textual materials plus 83.8 GB of digital files.

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This page was last edited on 9 June 2017, at 13:03.

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