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The Role of Strategic Conversations with Stakeholders in the Formation of Corporate Social Responsibility Strategy

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Author Info
Morgan Miles ()
Linda Munilla
Jenny Darroch
Abstract

This paper explores the role of strategic conversations in corporate social responsibility (CSR) strategy formation. The authors suggest that explicitly engaging stakeholders in the CSR strategy-making process, through the mechanism of strategic conversations, will minimize future stakeholder concerns and enhance CSR strategy making. In addition, suggestions for future research are offered to enable a better understanding of effective strategic conversation processes in CSR strategy making and the resulting performance outcomes. Copyright Springer Science+Business Media, Inc. 2006

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File URL: http://hdl.handle.net/10.1007/s10551-006-9085-6
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Publisher Info
Article provided by Springer in its journal Journal of Business Ethics.

Volume (Year): 69 (2006)
Issue (Month): 2 (December)
Pages: 195-205
Download reference. The following formats are available: HTML (with abstract), plain text (with abstract), BibTeX, RIS (EndNote, RefMan, ProCite), ReDIF
Handle: RePEc:kap:jbuset:v:69:y:2006:i:2:p:195-205

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Web page: http://www.springerlink.com/link.asp?id=100281

For technical questions regarding this item, or to correct its listing, contact: (Christopher F. Baum).

Related research
Keywords: boundary spanning employees; corporate social responsibility strategy; stakeholders; strategic conversations;

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  1. Passetti, Emilio & Tenucci, Andrea & Cinquini, Lino & Frey, Marco, 2009. "Intellectual capital communication: evidence from social and sustainability reporting," MPRA Paper 16589, University Library of Munich, Germany. [Downloadable!]
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This page was last updated on 2009-12-10.

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