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Corporate Social Responsibility Stakeholders & the social contract 3.8 Conclusions Stakeholder Theory is one approach to the managing of an organisation. It is particularly important for an understanding of CSR and its incorporation into organisational activity. There are various aspects to this which we have considered in this chapter. At the same time we have introduced a variety of other aspects which are related. Our purpose is to chow that all of these concepts are inter-related in the management of an organisation and that CSR cannot be considered in isolation from the rest of organisational activity. We will see this more clearly throughout this book. 3.9 References Aras G & Crowther D (2008); Corporate sustainability reporting: a study in disingenuity?; Journal of Business Ethics Argenti, J. (1993) Your organization: What is it for?, McGraw-Hill, London. Atkinson, A. A., Waterhouse, J. H., and Wells, R. B., (1997) 'A stakeholder approach to strategic performance management', Sloan Management Review, Spring. Do you want your Dream Job? Please click the advert More customers get their dream job by using RedStarResume than any other resume service. RedStarResume can help you with your job application and CV. Go to: Redstarresume.com Use code “BOOKBOON” and save up to $15 (enter the discount code in the “Discount Code Box”) 38 Download free ebooks at bookboon.com
Corporate Social Responsibility Stakeholders & the social contract Clarkson, M. E., (1995) 'A Stakeholder Framework for analysing and evaluating Corporate Social Performance', Academy of Management Review, Vol. 20, No. 1, pp 92-117. Cooper S, Crowther D, Davies M & Davis E W (2001); Shareholder or Stakeholder Value? The development of indicators for the control and measurement of performance; London; CIMA Dahl R A (1972); A prelude to corporate reform; Business & Society Review Spring 1972 pp 17- 23 Heskett, J.L., Jones, T.O., Loverman, G.W., Sasser, Jr W.E. and Schlesinger, L.A., (1994). "Putting the Service-Profit Chain to Work", Harvard Business Review, March-April, pp. 164-174. Hetherington J A C (1973); Corporate Social Responsibility Audit: A Management Tool for Survival; London; The Foundation for Business Responsibilities Jones, T. M. and Wicks, A. C. (1999); Convergent stakeholder theory; The Academy of Management Review, April, 24 (2), pp206-221. Kaplan R S & Norton D P (1992); The balanced scorecard - measures that drive performance; Harvard Business Review, Jan/Feb, 71-79 Kaplan R S & Norton D P (1993); Putting the balanced scorecard to work; Harvard Business Review, Sept/Oct, 134-147 Kaplan, R. S. and Norton, D. P., (1996a) 'Using The Balanced Scorecard As a Strategic Management System', Harvard Business Review, January / February 1996, pp. 75-85. Kaplan, R. S. and Norton, D. P., (1996b) The Balanced Scorecard: Translating Strategy into Action, Harvard Business School Press, Harvard. Mitchell, R. K., Agle, B. R. and Wood, D. J. (1997) 'Toward a theory of stakeholder identification and salience: Defining the principle of who really counts', The Academy of Management Review, October, pp853-886 Sternberg, E. (1997) 'The Defects of Stakeholder Theory', Corporate Governance: An International Review, Vol. 5, No. 1, pp 3-10. Waddock, S. A. and Graves, S. B. (1997) 'Quality of management and quality of stakeholder relations', Business and Society, Vol. 36, Issue 3, pp 250-279. 39 Download free ebooks at bookboon.com
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