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The Blind Spot of Corporate Social Responsibility: Changing the legal framework of the firm

Author

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  • Kevin Levillain

    (CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris sciences et lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique)

  • Blanche Segrestin

    (CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris sciences et lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique)

Abstract

CSR research is generally based on the assumption that responsible behaviour is compatible with the legal framework of the firm and its standard strategic approaches. Could this hypothesis be misleading? This paper exhibits some recent practical innovations in the USA that have had to move away from the CSR research framework to provide a more constructive approach to social and environmental impacts. The new legal provisions in question revise the legal framework of firms and their corporate purposes. Such innovations suggest that management science research should study how to improve interactions between the well-acknowledged 'strategic attention' and often overlooked legal contracts, with a view to imagining new forms of collective action.

Suggested Citation

  • Kevin Levillain & Blanche Segrestin, 2014. "The Blind Spot of Corporate Social Responsibility: Changing the legal framework of the firm," Post-Print hal-00969099, HAL.
    • Handle: RePEc:hal:journl:hal-00969099
    Note: View the original document on HAL open archive server: https://minesparis-psl.hal.science/hal-00969099
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    File URL: https://minesparis-psl.hal.science/hal-00969099/document
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    References listed on IDEAS

    as
    1. Michael C. Jensen, 2010. "Value Maximization, Stakeholder Theory, and the Corporate Objective Function," Journal of Applied Corporate Finance, Morgan Stanley, vol. 22(1), pages 32-42, January.
    2. Alexander Dahlsrud, 2008. "How corporate social responsibility is defined: an analysis of 37 definitions," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 15(1), pages 1-13, January.
    3. Susan Mac Cormac & Heather Haney, 2012. "New Corporate Forms: One Viable Solution to Advancing Environmental Sustainability," Journal of Applied Corporate Finance, Morgan Stanley, vol. 24(2), pages 49-56, June.
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    Cited by:

    1. Blanche Segrestin & Franck Aggeri & Albert David & Pascal Le Masson, 2017. "Armand Hatchuel and the Refoundation of Management Research: Design Theory and the Epistemology of Collective Action," Post-Print hal-01516296, HAL.
    2. Blanche Segrestin & Franck Aggeri & Pascal Le Masson & Albert David, 2017. "Armand Hatchuel and the Refoundation of Management Research," Post-Print hal-01534794, HAL.
    3. Nigri Giorgia & Del Baldo Mara & Agulini Armando, 2020. "The Mondora Method: Quantum Leaders in Benefit Corporations," Entrepreneurship Research Journal, De Gruyter, vol. 10(4), pages 1-25, October.

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    More about this item

    Keywords

    CSR; Purpose-Driven Companies; Stakeholder theory;
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