Ver artículo

The strategic importance of corporate social responsibility (CSR), and of corporate community involvement in particular, is recognized by a growing body of literature (eg Saiia 2000, 2002, Porter & Kramer 2002, Saiia et al. 2003). Hillman & Keim (2001) argue that corporate social performance can play a key role in establishing and developing value-creating relationships with primary stakeholders, while Waddock & Graves (1997) propose that a firm’s social values and actions can contribute positively to its strategy. The strategic significance of CSR is also increasingly recognized among policy makers and business leaders. For example, the UK’s Chancellor of the Exchequer, Gordon Brown, recently commented that CSR had ‘moved from the margins to the mainstream, from the arena of charity to the arena of corporate strategy’and consequently ‘that social responsibility is not an optional extra but a necessity’. 1