000			02946nam a22003858i 4500
001			CR9780511667060
003			UkCbUP
005			20201015164326.0
006			m|||||o||d||||||||
007			cr||||||||||||
008			091218s2011||||enk o ||1 0|eng|d
020			_a9780511667060 (ebook)
020			_z9780521197649 (hardback)
020			_z9780521149631 (paperback)
040			_aUkCbUP _beng _erda _cUkCbUP
050	0	0	_aHD60 _b.H875 2011
082	0	0	_a658.4/08 _222
100	1		_aHusted, Bryan, _d1957- _eauthor.
245	1	0	_aCorporate social strategy : _bstakeholder engagement and competitive advantage / _cBryan W. Husted, David Bruce Allen.
264		1	_aCambridge : _bCambridge University Press, _c2011.
300			_a1 online resource (xiii, 348 pages) : _bdigital, PDF file(s).
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
500			_aTitle from publisher's bibliographic system (viewed on 05 Oct 2015).
505	0		_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.
520			_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.
650		0	_aSocial responsibility of business.
650		0	_aSocial entrepreneurship.
650		0	_aSocial action _xEconomic aspects.
650		0	_aStrategic planning _xSocial aspects.
700	1		_aAllen, David Bruce, _d1951- _eauthor.
776	0	8	_iPrint version: _z9780521197649
856	4	0	_uhttps://doi.org/10.1017/CBO9780511667060
999			_c121210 _d121210