Read more
Informationen zum Autor W. TIMOTHY COOMBS is a Professor in the Nicholson School of Communication at the University of Central Florida in Orlando. He is author of the award-winning Ongoing Crisis Communication (1999), Today's Public Relations (with Robert Heath, 2006), and Code Red in the Boardroom: Crisis Management as Organizational DNA (2006). SHERRY J. HOLLADAY is a Professor in the Nicholson School of Communication at the University of Central Florida in Orlando. Her work has been widely published in several journals. Together, W. Timothy Coombs and Sherry J. Holladay are authors of the award-winning books It';s Not Just PR: Public Relations in Society (Wiley-Blackwell, 2007) and PR Strategy and Application: Managing Influence (Wiley-Blackwell, 2010), and co-editors of The Handbook of Crisis Communication (Wiley-Blackwell, 2010). Klappentext Managing Corporate Social Responsibility offers a strategic, communication-centred approach to integrating CSR into organizations. Drawing from a variety of disciplines and written in a highly accessible style, the book guides readers in a focused progression providing the key points they need to successfully navigate the benefits and implications of managing CSR.* Chapters are organized around a process model for CSR that outlines steps for researching, developing, implementing, and evaluating CSR initiatives* Emphasizes stakeholder engagement as a foundation throughout the CSR Process Model* Discusses ways to maximize the use of social media and traditional media throughout the process* Offers international examples drawn from a variety of industries including: The Forest Stewardship Council, Starbucks Coffee, and IKEA.* Draws upon theories grounded in various disciplines, including public relations, marketing, media, communication, and business Zusammenfassung Corporate Social Responsibility (CSR) has become central to many businesses as they negotiate in an increasingly global marketplace. This book offers a strategic, communication-centred approach to integrating CSR into organizations, founded in stakeholder engagement and dialogue. Inhaltsverzeichnis Acknowledgments xiii 1 Conceptualizing Corporate Social Responsibility 1 Box 1.1: The Sullivan Principles 2 Corporate Social Responsibility: Seeking Parameters 5 Defining CSR 6 Box 1.2: Definition of CSR 8 Benefits and Costs of CSR 9 Two Sides of CSR Cost-Benefit Analysis 9 CSR Costs for Corporations 10 CSR Costs for Society 12 CSR Benefits for Corporations 13 CSR Benefits for Society 14 Winning and Sustaining Support for CSR 14 Other Conceptual Questions about CSR 16 CSR: Modern or Historic? 16 Box 1.3: Forest Stewardship Council (FSC) Standards 19 Forms of CSR 20 Where Is CSR's Home? 22 Should CSR Standards Be Localized or Globalized? 24 Conclusion 27 2 Strategic CSR 29 Characteristics of the Corporation 31 Stakeholder Expectations and the Importance of Organizational Identification 32 Reputational Benefits of CSR 35 Perceived Motives for CSR Initiatives 38 General Strategic Guidance: Approaching the CSR Process as Change Management 44 Everyone Loves a Good Story 45 The CSR Process Model: A Brief Preview 47 3 CSR Scanning and Monitoring 51 Issues Management 53 Scanning and CSR 54 Prioritizing CSR Concerns 54 Monitoring and CSR 57 Scanning and Monitoring in Concert 58 Stakeholder Engagement's Role in Scanning and Monitoring 58 Conclusion and Critical Questions 60 4 Formative Research 63 Researching Stakeholder Expectations for CSR 67 Box 4.1: MyStarbucksidea CSR Suggestions 68 The Expectation...
