A PROCESS MANAGEMENT MODEL OF CORPORATE SOCIAL RESPON-SIBILITY
论文作者:留学生论文论文属性:职称论文 Scholarship Papers登出时间:2010-06-25编辑:vshellyn点击率:4303
论文字数:4600论文编号:org201006252208036226语种:英语 English地区:美国价格:$ 22
关键词:MANAGEMENTMODELCORPORATESOCIAL RESPON-SIBILITY
School of Business Administration, Gonzaga University, Spokane, Wa, USA Review of Literature Social responsibility is a fairly old concept which took on new life in the 1960s. Corporate critics who questioned corporate performance, and even the legit-imacy of corporate business, called for and got increased government control of business. Social responsibility became the "self-control" alternative as criti-cism of business continued to grow. In general, social responsibility means that a private corporation has responsibilities to society that go beyond the production of goods and services at a profit (Davis, 1960; Starling, 1984).
Many definitions go beyond this one and require more specific activities from cor-porations. Acceptance of social responsibility as an appropriate description of the business-society relationship implies that the corporation's broader con-stituency includes not only stockholders but also other societal groups such as customers, employees, suppliers, and neighbouring communities. Although, this concept was widely debated (Davis, 1973; Walters, 1977; Jones, 1980; Buchholz, 1982), it seems to have achieved fairly widespread ac-ceptance by large corporations as well as academics (Ostlund, 1977). Perhaps the most persuasive arguments for businessmen are those which claim that social responsibility is in their own long-run best interest.
One survey reported 81 percent of 248 responding corporate executives believe wealth maximis-ation and social involvement are not contradictory (Edmonds and Hand, 1976). It is argued that if business does not play the social role demanded by society, it threatens not only its own continued existence, but that of the entire busi-ness system. Social responsibility can result in a more favourable social cli-mate and possibly the avoidance of increased government regulation. In applying the concept of social responsibility, however, there has been little consensus as to the precise obligations which a firm has in particular situ-ations. It has been pointed out that social responsibility may be too vague to be useful (Preston and Post, 1975).留学生论文https://www.51lunwen.org/
It does not tell managers what behaviour is socially responsible. It does not tell them which constituent groups must be served, which of their interests are important, how to balance these interests, or how much of the corporate resources should be allotted to serving these interests (Jones, 1980). Debates concerning particular corporate activities, like South African operations, show that it is very often difficult to reach any consensus as to what behaviour is socially responsible. Few decisions can be judged absolutely so-cially responsible or completely socially irresponsible. An approach which is helpful in this dilemma focuses on processes rather than outcomes. Epstein notes that corporate social responsibility can also be thought of as a process, "a system of decision making whereby corporate man-agers try to anticipate and consider the total consequences of business policies and operations before they act." (1979, p. 92)
References and Notes 留学生论文https://www.51lunwen.org/
Ackerman, R.W. (July-August 1973), How companies respond to social de-
mands. Harvard Business Review, 88-98.
Ackerman, R.W. and R. Bauer (1976), Corporat本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。