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Corporate social responsibility as an organizational and managerial challenge: the forgotten legacy of the Corporate Social Responsiveness movement

Author

Listed:
  • Aurelien Acquier

    (ESCP Europe - Ecole Supérieure de Commerce de Paris)

  • Thibault Daudigeos

    (EESC-GEM - Grenoble Ecole de Management)

  • Bertrand Valiorgue

    (ESC Clermont-Ferrand - École Supérieure de Commerce (ESC) - Clermont-Ferrand)

Abstract

In spite of the rich contributions which it has made to recent scholarship, Business and Society research does not systematically address the organizational and managerial issues associated with corporate social responsibility (CSR) strategies and policies. In the 1970s, this very conclusion prompted the Harvard Business School to launch a research program focused on Corporate Social Responsiveness, although the content of the program has since been forgotten and/or overly simplified. This article explores the program's origins and content, assesses its contributions, and formulates hypotheses as to why the program was left behind. We contend that the Corporate Social Responsiveness program can assist with an analysis of the internal dynamics shaping how organizations institutionalize social and environmental issues.

Suggested Citation

  • Aurelien Acquier & Thibault Daudigeos & Bertrand Valiorgue, 2011. "Corporate social responsibility as an organizational and managerial challenge: the forgotten legacy of the Corporate Social Responsiveness movement," Post-Print hal-05511805, HAL.
    • Handle: RePEc:hal:journl:hal-05511805
    DOI: 10.3917/mana.144.0222
    Note: View the original document on HAL open archive server: https://hal.science/hal-05511805v1
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