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Strategic Value of Corporate Citizenship

In: Theory and Practice of Corporate Social Responsibility

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  • Laurence Eberhard Harribey

    (Bordeaux School of Management)

Abstract

The fact that an increasing number companies continues to integrate corporate social responsibility into the very heart of their strategy means that we have to question the strategic value of corporate strategy. This is the subject of this second chapter looking first at the definition of a corporate citizenship and then determining to what extent a commitment to corporate citizenship is a strategic move. From the analysis of the evolution of the different concepts as corporate social responsibility, then sustainable development and global corporate social responsibility, the first part of the chapter argues that corporate citizenship is both the result of societal change and an undeniable constraint. Then, in a second part of the chapter through concrete corporate examples draws the four areas of commitment to founding the basis of the strategic value of corporate citizenship.

Suggested Citation

  • Laurence Eberhard Harribey, 2011. "Strategic Value of Corporate Citizenship," Springer Books, in: Samuel O. Idowu & Celine Louche (ed.), Theory and Practice of Corporate Social Responsibility, chapter 0, pages 23-38, Springer.
    • Handle: RePEc:spr:sprchp:978-3-642-16461-3_2
    DOI: 10.1007/978-3-642-16461-3_2
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    Cited by:

    1. Rambaud, Alexandre & Richard, Jacques, 2015. "The “Triple Depreciation Line” instead of the “Triple Bottom Line”: Towards a genuine integrated reporting," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 33(C), pages 92-116.

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