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The Socially Responsible Company as a Strategic Second-Order Observer: An Indian Case

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  • Damien Krichewsky

Abstract

The emergence of Corporate Social Responsibility (CSR) as a global component of business-society relationships has triggered many controversial debates in which CSR is either advocated as a source of virtuous business or disregarded as mere “window dressing.†This paper proposes an alternative perspective on the CSR phenomenon based on N. Luhmann’s social systems theory, which guides a study of CSR in India combining macroscopic observations and the case of the cement manufacturer Lafarge India.

Suggested Citation

  • Damien Krichewsky, 2015. "The Socially Responsible Company as a Strategic Second-Order Observer: An Indian Case," Working Papers id:7227, eSocialSciences.
    • Handle: RePEc:ess:wpaper:id:7227
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