Corporate social responsibility as an organizational and managerial challenge: the forgotten legacy of the Corporate Social Responsiveness movement

  • Aurélien Acquier Assistant Professor, ESCP Europe, Research fellow, Mines Paristech
  • Thibault Daudigeos Assistant Professor, Grenoble Ecole de Management, Research fellow, IFGE
  • Bertrand Valiorgue Assistant Professor, ESC Clermont Ferrand Research fellow, IFGE & CRCGM
Keywords: CSR, Sustainable Development, Corporate Social Responsiveness

Abstract

In spite of the rich contributions which it has made to recent scholarship, Business and Society research does not systematically address the organizational and managerial issues associated with corporate social responsibility (CSR) strategies and policies. In the 1970s, this very conclusion prompted the Harvard Business School to launch a research program focused on Corporate Social Responsiveness, although the content of the program has since been forgotten and/or overly simplified. This article explores the program’s origins and content, assesses its contributions, and formulates hypotheses as to why the program was left behind. We contend that the Corporate Social Responsiveness program can assist with an analysis of the internal dynamics shaping how organizations institutionalize social and environmental issues.

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Published
2011-12-01
How to Cite
Acquier A., Daudigeos T., & Valiorgue B. (2011). Corporate social responsibility as an organizational and managerial challenge: the forgotten legacy of the Corporate Social Responsiveness movement. M@n@gement, 14(4), 221-250. Retrieved from https://management-aims.com/index.php/mgmt/article/view/4050
Section
Original Research Articles