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Decades of dispute on corpoprice social responsibility (CSR) have actually caused an extensive body of literature offering a number of viewpoints that despite genuine and relevant distinctions among their theoretical assumptions expush consensus around the standard principle that business corporations have an responsibility to work for social betterment. All accounts of CSR recognize that business firms have actually many different kinds of obligation, and also seek to specify both the scope of corporate responsibility in culture and the criteria for measuring company performance in the social arena.11 For instance, Carroll, A. B., “A three-dimensional conceptual version of corporate performance,” Academy of Management Recheck out 4, 4(1979): 497– 505; Clarkboy, M. B. E., “A stakeholder frame for analyzing and also evaluating corpoprice social performance,” Academy of Management Review 20, 1(1995): 92– 117; W. C. Frederick, Corporation, Be Good! (Indianapolis, IN: Dog Ear Publishing, 2006); Sethi, S. P., “Dimensions of corpoprice social responsibility: an analytical frame,” The golden state Management Rewatch 17, 3(1975): 58– 64; Swanson, D. L., “Addressing a theoretical problem by reorienting the social performance version,” Academy of Management Resee 20, 1(1995): 43– 64; Waddock, S. A., “Creating corporate accountability: foundational ethics to make corpoprice citizenship genuine.” Journal of Business Ethics 50, 4(2004): 313– 327; Wood, D. J., “Corporate social performance rewent to,” Academy of Management Resee 16, 4 (1991): 691– 718. Waddock22 Waddock, S. A., “Parallel universes: carriers, academics, and also the development of corpoprice citizenship,” Business and Society Review 109, 1(2004): 5– 42. provided the metaphor of a branching tree to explain exactly how the field has advanced into its current understanding of CSR, an expertise that attempts to link the fairly parallel universes of concept and exercise, and to highlight just how assorted conceptual branches are pertained to each various other. Fruitful as the advance of a comprehensive arranging framework for the field has actually been, we are still left via the very same quagmire of definitional difficulties that beclouded the old conflict about the precise nature of CSR. The old insurance claim that CSR “indicates somepoint, however not always the same thing to everybody”33 Votaw, D., “Genius becomes rare: a discuss the doctrine of social obligation Part. I.” The golden state Management Review 15, 2(1972): 25– 31. is no less true today. This article looks for to include clarity to CSR theory and also study by focusing on the core responsibilities that form the trunk of the branching CSR tree. A comparative evaluation of 3 well-known CSR models—represented graphically as a pyramid,44 For instance, Carroll, “A three-dimensional conceptual design of corpoprice performance.” intersecting circles,55 For instance, Jones, T. M., “An integrating framework for research study in business and also society: a step towards the elusive paradigm?” Academy of Management Resee 8, 4(1983): 559– 564; Schwartz, M. S. and Carroll, A. B., “Corporate social responsibility: a three-doprimary strategy.” Firm Ethics Quarterly 13, 4 (2003): 503– 530. 6. Adapted here from the Committee for Economic Growth (CED), Social Responsibilities of Firm Corporations, (New York: Author, 1971). 7. W. C. Frederick, “Theories of corporate social performance,” in Firm and Society: Dimensions of Conflict and Cooperation, eds. S. P. Sethi and C. Falbe (New York: Lexington Books, 1987): 142–161. and also concentric circles6—could help find and also clarify ambiguities through revealing systematic distinctions in their underlying presumptions, conceptual framework, methodological devices, and also managerial ramifications.

In the adhering to section I briefly review the advancement of the CSR concept and its extensions. I following existing the three CSR models start through a crucial evaluation of Carroll"s CSR pyramid, a leading design that has delighted in wide popularity among business and also society scholars; I will certainly then examine the intersecting circles (IC) model, a CSR configuration representing overlapping obligation areas; I will certainly conclude with the concentric circle (CON) design, initially developed by the Committee for Economic Advancement (CED), and reformulated here so regarding adjust to recent advancements in CSR assumed. In each section of the comparative analysis, I will certainly first portray the basic concept of the version, and also then discuss its theoretical presumptions and also its effects for study and also practice. The last area discusses some of the effects of this analysis for future CSR research study and also teaching.


Early interpretations of CSR, or CSR1 in Frederick"s7 well-embraced classification, carried heavy philosophic overtones. The abstract and also often very elusive ethics governing CSR1 yielded, towards the late 1970s, to the action-oriented managerial principle of corporate social responsiveness (CSR2) and corpoprice social performance (CSP). The brand-new theoretical approaches to CSR went past the previous rather narrower focus and, rather, aimed to build more comprehensive frameworks that incorpoprice operational and also behavioral facets of corporate venture, relate the corporation to its outside environment, and also ground CSR/CSP concept in one or more social sciences–humanities techniques.88 For a comprehensive review, view for instance, Carroll, A. B., “Corpoprice social responsibility: evolution of a definitional construct.” Company and also Society 38, 3(1999): 268– 295; Frederick, Corporation, Be Good!; Waddock, “Parallel Universes.” 9. Carroll, “Three-Dimensional.”

Carroll"s foundational short article on social performance9 offered a three-dimensional version identified by categories of CSR (financial, legal, ethical, and discretionary) on the first dimension, managerial philosophies or settings of social responsiveness (reactivity, defense, accommodation, and also proaction) on the second dimension, and also the array of social issues that company should address (e.g., consumerism, environment, product safety) on the 3rd measurement. Wartick and Cochran presented their development of the CSP design, which extfinished Carroll"s model recasting his three dimensions of duty, responsiveness, and also social problems into a framework of principles (using Carroll"s four-part meaning of CSR), procedures (social responsiveness—the basic indicates to the ends of satisfying corpoprice social obligations), and plans (social problems management).1010 Wartick, S. L. and also Cochran, P. L., “The development of the corpoprice social performance model,” Academy of Management Review 10, 4(1985): 758– 769. 11. Wood, “Corpoprice social performance rechecked out,” 693. They emphasized that CSP have the right to integrate the 3 dominant orientations in the area of service and also society: the thoughtful orientation (relates primarily to the principles of social responsibility), the institutional orientation (relates generally to the procedure of social responsiveness), and also the organizational orientation (relates primarily to the policies of social issues management).

In what became a critical framework that continues to shape the conceptualization of the area, Wood, building on Wartick and also Cochran"s CSP model, incorporated much of the previous theoretical breakthroughs in an acknowledged interpretation of CSP as the “configuration of the values of social responsibility, procedures of social responsiveness, and also policies, programs, and also observable outcomes as they relate to the firm"s societal relationships.”11 This definition permits CSP to be seen as an assessment tool, a guiding frame that provides an outline of what requirements to be considered (policies, programs, processes, and social outcomes) in evaluating CSR. It, yet, does not clarify whether or to what extent processes of responsiveness and also observable social outcomes are connected to values of duty. In other words, the CSP design escapes the central concern of defining the boundaries of CSR. Undoubtedly, as Wood detailed, one of the significant attractions of the CSP version has been its capability to sever the implicit identity of obligation, responsiveness, and also social outcomes and to suggest, for example, that a firm having actually social programs and policies can be viewed as responsive to social expectations, but not necessarily therefore as socially responsible.

In an effort to integrate normative and also descriptive approaches to CSP, Swanson reoriented Wood"s structure through changing the focus of attention from the CSP branches—procedures of corporate social responsiveness, programs, plans, and social effects of corpoprice behavior—to the CSP trunk: the core duties that cannot be escaped bereason they are integral to activity.1212 Swankid, “Addressing theoretical problem”; cf., Swanboy, D. L., “Toward an integrative concept of company and society: a research study strategy for corpoprice social performance,” Academy of Management Recheck out 24, 4(1999): 506– 521. 13. W. C. Frederick, Values, Nature, and Culture in the Amerihave the right to Corporation (New York: Oxford College Press, 1995). 14. Waddock, “Creating corporate accountcapacity,” 313. 15. M. B. E. Clarkkid, Principles of Stakeholder Management (Toronto: The Clarkson Centre for Company Ethics, 1999). Using Frederick"s nature-based technique to foundational corporate worths,13 it appears that Swankid was looking for a much more process-oriented, dynamic version of CSP that could accommodate shared impacts and also combined results of different clusters of values.

Consistent through Swanson"s reorientation of the CSP model, tright here has actually been recently renewed interest in the core values or values that administer the behavior and philosophical rationale for socially responsible corpoprice methods. For instance, Waddock says “primarily agreed principles of corpoprice citizenship,”14 Clarkboy lists seven principles for stakeholders monitoring,15 Hemphill proposes sets of ethics of excellence for controlling corpoprice relationships with primary stakeholders,1616 Hemphill, T. A., “Corpoprice citizenship: the instance for a brand-new corpoprice governance model,” Firm and Society Resee 109, 3(2004): 339– 361. Logsdon and Wood administer a “relatively little set of fundamental universal principles”1717 Logsdon, J. M., and also Wood, D. J., “Firm citizenship: from domestic to global level of evaluation,” Business Ethics Quarterly 12, 2(2002): 177. that govern the company"s conduct, and also Goodpaster presents the Caux Round Table Principles of worldwide organization as “one of the best well-known sets of transcultural values accessible this day.”1818 Goodpaster, K. E., “Some obstacles of social screening,” Journal of Company Ethics 43, 3(2003): 239. 19. Carroll, “Corporate social obligation.” Observing changes in social expectations from the business community, scholars may revise and also adapt existing formulations of CSR, yet, as Carroll detailed,19 it appears unlikely that brand-new ideas could develop acomponent and distinct from the groundjob-related that has actually been established to day.

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Rather than articulating a collection of ethics that purports to sell necessary and adequate problems for CSR, this post focuses on the conceptual framework of CSR and the relationships in between its elements as shown in three different schematic descriptions (Figure1): pyramid, intersecting circles, and also concentric circles.