A Crane

A Fischer

A Gini

A Habisch

A Lindgreen

A Peters

A. Roddick

AB Carroll

AO Laplume

B Donaldson

B Obama

B O’Dwyer

BR Agle

C Fraser

C Robson

CWL Hill

D Esteban

D Matten

D Secchi

D Silberhorn

E Garriga

F Maon

G Hardin

GM Zinkhan

H Deresky

I Maignan

J Burchell

J Daniels

J Elkington

J Frooman

J Jonker

J Pfeffer

Jenny Fairbrass

JP Doh

K Eisenhardt

K Homann

KB Murray

L Albareda

L O’Riordan

Linda O’Riordan

LK Trevino

M Granovetter

M Greenwood

M Jensen

M Wagner

MD Lee

ME Porter

MP Miles

MS Schwartz

OC Ferrell

P Hawken

P Kotler

PM Blau

R Hahn

R Phillips

R Welford

RA Spinello

RE Freeman

RK Mitchell

RM Grant

S May

S Waddock

T Maak

W Visser

WBCSD

English

Crossref

Journal of Business Ethics

Managing CSR Stakeholder Engagement: A New Conceptual Framework

As concepts of corporate social responsibility (CSR) continue to evolve, the predicament facing CSR managers when attempting to balance the differing interests of various stakeholders remains a persistent management challenge. A review of the extensive literature in this field reveals that the conceptualisation of corporate approaches to responsible stakeholder management remains underdeveloped. In particular, CSR practices within the specific context of the pharmaceutical industry, a sector which particularly dramatically depicts the stakeholder management dilemmas faced by business managers, has been under-researched. To address this gap, this paper utilises qualitative, exploratory data, obtained via multiple research methods, to investigate the CSR practices of major pharmaceutical companies in the UK and Germany. The data are employed to critically re-examine and revise a previously published explanatory framework which identifies the management steps involved in CSR stakeholder engagement. The resulting revised explanatory framework is the main contribution of this paper. By abstracting those factors which influence CSR practice, it provides an analytical tool which is designed to be of practical use for business decision-makers when managing their stakeholder engagement activities. Given that the research addresses values and ideals and prescribes practical recommendations for practitioners, it is essentially applied and normative in nature. Ultimately, the framework proposes a set of steps for developing CSR strategies which could help CSR professionals to make a ‘mindset transition’ from a narrower ‘traditional’ approach to CSR to a more innovative way of thinking

O’Riordan, Linda

Fairbrass, Jenny

University of East Anglia digital repository

Managing CSR stakeholder engagement: A new conceptual framework

Managing CSR Stakeholder Engagement: A New Conceptual Framework

Abstract

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Crossref

University of East Anglia digital repository