Many business managers demonstrate a reluctance to engage fully with corporate social responsibility (CSR). They often perceive CSR as a cost and their CSR activities tend to be piecemeal and defensive. Such suboptimal outcomes can stem from a failure to appreciate a firm’s social assets. We suggest that firms have the potential to engage much more fully with CSR, in a manner that is consistent with a profit-maximizing approach to business. But managers need help in both gaining an awareness of the social contributions that they can make and in navigating their way through CSR issues. To this end, we outline a program of four-Ds, namely dialogue, data, design and delivery, to assist managers integrate CSR issues into their overall business strategies. Our case study of the garment industry in Thailand illustrates how CSR issues can be leveraged to increase worker productivity and deliver positive social and community health outcomes, despite operating in an area that is often subject to criticism.
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Paper provided by University of Waikato, Department of Economics in its series Working Papers in Economics with number
07/25.
Find related papers by JEL classification: I18 - Health, Education, and Welfare - - Health - - - Government Policy; Regulation; Public Health I38 - Health, Education, and Welfare - - Welfare and Poverty - - - Government Programs; Provision and Effects of Welfare Programs L31 - Industrial Organization - - Nonprofit Organizations and Public Enterprise - - - Nonprofit Institutions; NGOs M14 - Business Administration and Business Economics; Marketing; Accounting - - Business Administration - - - Corporate Culture; Social Responsibility
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