By Subhabrata Bobby Banerjee
This can be a travel de strength that conscientiously assembles and incisively interrogates possibly the main urgent challenge of our age: easy methods to harness the assets of organisations to take on international difficulties of poverty, oppression and environmental degradation? Banerjee doesn't current us with glib pronouncements or simplistic fixes. in its place, he brilliantly illuminates the dimensions of the demanding situations and lucidly assesses the relevance and price of CSR responses to date.'- Hugh Willmott, college of Cardiff, UK'Bobby Banerjee takes at the well known mythologies of neo-liberal company social accountability with enviable aptitude and a thoroughness of scholarship that might dismay its apologists. His critique extends from the origins of the trendy company and its famous abuses and excesses to a long way tougher pursuits - the extra appealing possible choices which were built for idea and perform that, as Banerjee indicates brilliantly, purely serve to masks carrying on with neo-colonial abuses. Banerjee isn't content material just to disclose the impossibilities of doing sturdy works when maximizing shareholder price, the win-win view of CSR, yet he bites the bullet with a few uncompromising yet real looking proposals for the longer term reconstruction of CSR either as a box of analysis and as a enterprise perform. now we have wanted this publicity of the undesirable and the gruesome for a very long time. the present models of CSR are easily simply now not sturdy enough.'- Stephen Linstead, college of York, UK'Banerjee pulls the beguiling masks off company social accountability. Taking the vantage aspect of the world's negative, he indicates CSR to be a merciless hoax - companies' cynical attempt to undermine starting to be calls for for monetary and environmental justice.'- Paul S. Adler, college of Southern California, US'This e-book problematizes the win-win assumption underlying discourses of CSR and means that it's a rhetoric that's continuously subordinated to that of company rationality. instead of see CSR as delivering the capability to remodel businesses by means of advocating a stakeholder view of the enterprise it argues that CSR represents an ideological circulation designed to consolidate the ability of transnational organizations and supply a veneer of liberality to the intolerant fiscal schedule of the foremost worldwide institutions.'- Stewart Clegg, college of expertise, Sydney, Australia 'Professor Banerjee bargains us a clean research of company social accountability (CSR) in an in a different way relatively turgid literary panorama. humans may perhaps disagree together with his feedback that as a result of its preoccupation with shareholder worth, the company is an beside the point A''agent for social changeA'' however it is sponsored up through robust theoretical and important empirical research. within the absence of laws, he argues, firms will guard the pursuits of shareholders and different fundamental stakeholder teams akin to staff or collectors instead of the pursuits of weak groups which are the sufferers of socially and environmentally damaging company practices. This ebook is vital analyzing for someone excited about what should be noticeable because the so much critical hindrance of our age.'- David Knights, college of Keele, UK'Bold, insightful and bold, this significant and provocative ebook exposes the contradictions and hypocrisies of company social accountability. Dr Banerjee attracts from a wealth of data and notion to increase an available and compelling research that locates company social accountability in its ancient, felony, social, and political context. this can be a infrequent paintings that appears past the A''win-winA'' rhetoric of company social accountability to check the impression of company strength within the international political economic climate on improvement, human rights, and the surroundings.
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Additional info for Corporate social responsibility : the good, the bad and the ugly
Thus, the demand factors of CSR assume that competing on price and CSR attributes is more effective than competing on price alone (Smith, 1994). Apart from demand factors, there is a supply side perspective on CSR from the resource-based view of the firm which requires a firm to allocate resources to meet the demand for CSR. McWilliams and Siegel (2001: 124) describe how different kinds of resources like capital, materials and labor can be ‘CSR related’, for example capital expenditure in cleaner production, socially responsible purchasing policies and ‘progressive human resource management practices’.
Thus, one of the tasks of corporations is to prioritize stakeholders based on an analysis of the corporation–stakeholder relationship. Senior managers of corporations determine the salience of stakeholders and those deemed salient tend to receive management attention. , 1997) normally get the attention of top management. Interestingly, Mitchell et al. (1997: 878) define the group of stakeholders who have urgency and power but ‘lack’ legitimacy as ‘dangerous stakeholders’ and deplore their actions as being ‘outside the bounds of legitimacy, dangerous both to the stakeholder–manager relationship and to the individuals and entities involved’.
Donaldson and Preston (1995) argue that the interests of all stakeholders have ‘intrinsic value’ meriting consideration for their own sake and not just because of their ability to enhance or harm shareholder value. Normative justification of stakeholder theory is typically based on Western philosophical and moral traditions such as utilitarianism, social contracts, fairness and reciprocity, fundamental human rights, and respect for human beings. However, the notion that we should embrace stakeholder theory because the dominant theory of the shareholder value-maximizing firm is ‘morally untenable’ (Donaldson and Preston, 1995: 88) is problematic because a stakeholder approach does not automatically guarantee that managers will make decisions based on morality or favor groups other than shareholders (Thomas, 1999).