Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

CSR Strategy Formation Processes: A Multiple Case Study from Brazil

CSR Strategy Formation Processes: A Multiple Case Study from Brazil Based on a study carried out in 2004‐2005 in the southern Brazilian city of Porto Alegre, this paper explores the theme of CSR strategy formation, investigating how three companies from different industry sectors ‐ a chemical products manufacturer, a diesel engine technology development company and a large multi‐media enterprise ‐ have shaped and institutionalised CSR strategies. The data revealed three major categories of interrelated factors that lead to CSR strategy formation, namely, delineating events; stakeholder influence, and drivers for CSR strategies. Delineating events are chronologically ordered events that trigger a process of reflection on CSR issues. Stakeholders such as the company’s president, stockholders, employees, community, customers, and competitors exert considerable influence in the formation of CSR strategies. Drivers are events and processes emerging from the company’s environment, which create the conditions to shape CSR strategies. The first part paper provides a brief discussion of the notion of CSR and examines a selection of management theoretical models that provide essential insights to understand CSR as strategy; the second part focuses on the findings of the exploratory study which provides the basis for this paper. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Social Responsibility Journal Emerald Publishing

CSR Strategy Formation Processes: A Multiple Case Study from Brazil

Marcio Mostardeiro
Social Responsibility Journal , Volume 3 (1): 9 – Jan 1, 2007
Download PDF
9 pages

Loading next page...
 
/lp/emerald-publishing/csr-strategy-formation-processes-a-multiple-case-study-from-brazil-9OoTybD3aO

References (15)

Publisher
Emerald Publishing
Copyright
Copyright © 2007 Emerald Group Publishing Limited. All rights reserved.
ISSN
1747-1117
DOI
10.1108/17471117200700007
Publisher site
See Article on Publisher Site

Abstract

Based on a study carried out in 2004‐2005 in the southern Brazilian city of Porto Alegre, this paper explores the theme of CSR strategy formation, investigating how three companies from different industry sectors ‐ a chemical products manufacturer, a diesel engine technology development company and a large multi‐media enterprise ‐ have shaped and institutionalised CSR strategies. The data revealed three major categories of interrelated factors that lead to CSR strategy formation, namely, delineating events; stakeholder influence, and drivers for CSR strategies. Delineating events are chronologically ordered events that trigger a process of reflection on CSR issues. Stakeholders such as the company’s president, stockholders, employees, community, customers, and competitors exert considerable influence in the formation of CSR strategies. Drivers are events and processes emerging from the company’s environment, which create the conditions to shape CSR strategies. The first part paper provides a brief discussion of the notion of CSR and examines a selection of management theoretical models that provide essential insights to understand CSR as strategy; the second part focuses on the findings of the exploratory study which provides the basis for this paper.

Journal

Social Responsibility Journal – Emerald Publishing

Published: Jan 1, 2007

Keywords: CSR; CSR strategies.; Porto Alegre

There are no references for this article.