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

Author

Listed:
  • 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

Suggested Citation

  • Morgan Miles & Linda Munilla & Jenny Darroch, 2006. "The Role of Strategic Conversations with Stakeholders in the Formation of Corporate Social Responsibility Strategy," Journal of Business Ethics, Springer, vol. 69(2), pages 195-205, December.
    • Handle: RePEc:kap:jbuset:v:69:y:2006:i:2:p:195-205
    DOI: 10.1007/s10551-006-9085-6
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    References listed on IDEAS

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    1. Kristel Buysse & Alain Verbeke, 2003. "Proactive environmental strategies: a stakeholder management perspective," Strategic Management Journal, Wiley Blackwell, vol. 24(5), pages 453-470, May.
    2. Stanley C. Hollander & Kathleen M. Rassuli (ed.), 1993. "Marketing," Books, Edward Elgar Publishing, volume 0, number 512.
    3. Von Krogh, Georg & Roos, Johan, 1995. "Conversation management," European Management Journal, Elsevier, vol. 13(4), pages 390-394, December.
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