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Corporate social strategy stakeholder engagement and competitive advantage 1st Edition by Bryan Husted, David Bruce Allen ISBN 0521197643 9780521197649

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Author(s): Bryan Husted; David Bruce Allen
ISBN(s): 9780521197649, 0521197643
Edition: 1
File Details: PDF, 3.28 MB
Year: 2011
Language: english
SKU: EB-4062802 Category: Tags: ,

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ISBN 10: 0521197643 
ISBN 13: 9780521197649
Author: Bryan Husted, David Bruce Allen

Can 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.

Corporate social strategy stakeholder engagement and competitive advantage 1st Table of contents:

1. Introduction

  • The road to corporate social strategy

  • Defining corporate social strategy

  • Similarities and differences between social strategy and traditional strategy

  • Repositioning strategic planning in strategic management

  • Summary

  • Road map

Part I: Fundamentals

2. Is Corporate Social Strategy Ethical?

  • Intentions and strategy

  • Current approaches to social strategies

  • Corporate social responsibility and responsiveness

  • Corporate citizenship

  • Stakeholder approaches to strategy

  • Strategic CSR: the CSR conundrum

  • Corporate social strategy

  • Ethical analysis

  • Conclusion

3. Theory of the Firm and Corporate Social Strategy

  • The altruistic firm

  • The case of the coerced egoist

  • The strategic case

  • Conclusion

4. How Do We Build Corporate Social Strategy?

  • Introduction

  • Social strategy as business development

  • Step 1: Identify social opportunities

    • Market environment

    • Nonmarket environment

  • Steps 2, 3, 4, 5, 6, 7

  • Conclusion

5. Elements of Successful Corporate Social Strategy

  • Value creation

  • Centrality

  • Appropriability

  • Proactivity

  • Voluntarism

  • Visibility

  • Conclusion

Part II: The Process of Developing Corporate Social Strategy

6. Competitive Environment

  • Introduction

  • Industry structure – the economist’s view

  • Prisoner’s dilemma model

  • Ad hoc model

  • Bertrand and Cournot competition

  • Conclusion

  • Market dynamics – managerial perception

  • Generic social strategies

  • Conclusion

7. From Stakeholder Management to Social Strategy

  • The social strategy decision

  • Sumantha Ghoshal’s social capital approach to stakeholder management

  • Working with nonmarket stakeholders

  • The logic of social strategy and the nonmarket environment

  • Who qualifies as a nonmarket stakeholder?

  • The stakeholder environment

  • A model for nonmarket strategy

  • Connecting nonmarket stakeholders to social strategy

  • Conclusion

8. Resources and Capabilities

  • Introduction

  • The resource-based view and social strategy

  • Disruptive and catalytic social innovation

  • Case 1: Corporación Proteina Americana (Quali)

  • Case 2: Amanco

  • Dynamic capabilities for social innovation

9. Organizational Identity

  • Introduction

  • The rise of corporate culture

  • Identity and strategy

  • Identity and social strategy

  • Social responsibility orientation (SRO)

  • Participative decision-making

  • From identity to image and reputation

  • Conclusion

Part III: Implementing Social Strategy

10. Organizing for Social Strategy

  • Internalizing social action

  • Governance for social strategy

  • Governance structures for social activities

  • Attributes of social governance

  • Comparisons of social governance modes

  • A decision-making framework for organizing social activities

  • Motivation for social engagement

  • Dimensions of social activity

  • Relationship of social dimensions to governance modes

  • Social governance decision matrix

  • Conclusion

11. Corporate Social Strategy Management and the Multinational Firm

  • Introduction

  • Local and global social issues

  • Managing social issues abroad

  • Responding to local social issues

  • Obstacles to local responsiveness

    • Organizational inertia

    • Institutional duality

  • Conclusion

12. Measurement and Evaluation

  • Introduction

  • Measuring firm-level CSP

  • Traditional approaches

  • New possibilities

  • Measuring the economic impacts of social projects

    • Contingent valuation method

    • Hedonic pricing

    • Conjoint analysis

    • Comparing a portfolio of social projects: real options

  • Measuring the social impact of social projects

  • Social product or objective

  • Approaches to evaluation

    • Engineering economics

    • Cost-benefit analysis

    • Social program evaluation

    • Social impact assessment

    • Impact evaluation

  • Conclusion

13. The Future of Social Strategy

  • The fortunes of CSR

  • Legislation and accountability

  • New markets for virtue

  • Threats to social strategy

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Tags: Bryan Husted, David Bruce Allen, Corporate social, competitive advantage