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Strategic corporate social responsibility: a ‘dynamic capabilities’ perspective
Author(s) -
Ramachandran Venugopal
Publication year - 2010
Publication title -
corporate social responsibility and environmental management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.519
H-Index - 73
eISSN - 1535-3966
pISSN - 1535-3958
DOI - 10.1002/csr.251
Subject(s) - operationalization , corporate social responsibility , perspective (graphical) , business , dynamic capabilities , competitive advantage , strategic management , social responsibility , industrial organization , marketing , knowledge management , public relations , computer science , political science , philosophy , epistemology , artificial intelligence
In this paper, strategic corporate social responsibility (CSR) is defined on the basis of Porter's theory of competitive advantage. Two kinds of dynamic capabilities are proposed as the precursors to strategic CSR success and operationalized in terms of two sets of associated processes. The effectiveness of these processes is postulated to be dependent on their attributes and the human and social capital employed in them. Implications for practitioners and researchers are outlined. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment.