Strategy, transformation portfolio, Corporate Social Responsibility, organisations, CSR
Over the years, organisations have continually engaged in activities that aim at improving their position and competitiveness in the market. They have been taking more considerations towards the wellbeing of the community as well as trying to improve their business models. This paper entails a study on strategic Corporate Social Responsibility (CSR). In this regard, organizations have the obligation of considering their customers' interests as well as the interest of other stakeholders including shareholders, communities, and employees among others. For a better illustration of this aspect, the Chamberlain's Theory of Strategy is discussed.
[...] The second type of influence, on the other hand, entails the social approach, which in this case considered some of the key aspects of Corporate Social Responsibility (Mintzberg, 1990). In this regard, an organization has to use this social approach as an influence technique by considering a combination of various forces such economic and psychological forces regarding its stakeholders (Chamberlain, 2010). The strategic theory is typically applicable in all organization strategies, which implies that it is applicable in CSR. The theory has been widely applied in various organizations despite their nature and sizes. [...]
[...] The formation of the theory in 2010 has therefore not allowed adequate time to proof its applicability (Mintzberg, 1990). However, in all the organization where the theory has been applied, desirable results have been achieved. Although a large number of organization are required to enhance its validation, it can be ascertained that the Chamberlain's theory would definitely work effectively in strategic CSR. For any organization to have effective strategic CSR, the management needs to have a team of strategist managers. [...]
[...] Strategic Management Journal, pp. 171-196. Rosenzweig, P.2010. Robert S. McNamara And the Evolution of Modern Competitive Advantage. Lessons from one of the most controversial Managers in Modern History, p.87 Shumate, M. & O'Conner, A. (2010) "The symbiotic sustainability model: Conceptualising NGO-corporate alliance communication", Journal of Communication, vol no pp. 577–609. The Body Shop Our values. [Online] Available at: http://www.thebodyshop.co.uk/values/index.aspx [Accessed 30 Jan 2015]. [...]
[...] It gave the company a good image and after its £652 million worth acquisition by L'Oreal, the company continued to make more than million in profits. It is important to understand that linking the CSR issues to value chain activities and the external environment is essential. The company was able to gain more opportunities allowing the use of its resources to benefit society. This will allow the organisations to collaborate on the available knowledge so as to maximise on the same. [...]
[...] (2008) "Using Corporate Social Responsibility to Win the War for Talent", MIT Sloan Management Review, vol no pp. 37–44. Korschun, D., Bhattacharya, C.B. & Swain, S.D. (2014) "Corporate Social Responsibility, Customer Orientation, and the Job Performance of Frontline Employees", Journal of Marketing vol no. pp. 20-3. Kramer, M. Porter, M. (2006) Strategy and Society. The Link Between Competitive Advantage and Corporate Social Responsibility, p.12 Mintzberg, H The Design School: Reconsidering the basic premises of strategy formation. [...]
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