Towards Understanding Stakeholder Salience Transition and Relational Approach to ‘Better’ Corporate Social Responsibility: A Case for a Proposed Model in Practice

Michael O. Erdiaw-Kwasie, Khorshed Alam, Md Shahiduzzaman

Research output: Contribution to journalArticlepeer-review

37 Citations (Scopus)

Abstract

Management and business literature affirm the role played by stakeholders in corporate social responsibility (CSR) practices as crucial, but what constitutes a true business–society partnership remains relatively unexplored. This paper aims to improve scholarly and management understanding beyond the usual managers’ perceptions on salience attributes, to include how stakeholders can acquire missing attributes to inform a meaningful partnership. In doing this, a model is proposed which conceptualises CSR practices and outcomes within the frameworks of stakeholder salience via empowerment, sustainable corporate social performances and partnership quality. A holistic discussion leads to generation of propositions on stakeholder salience management, corporate social performance, corporate–community partnership systems and CSR practices, which have both academic and management implications.

Original languageEnglish
Pages (from-to)85-101
Number of pages17
JournalJournal of Business Ethics
Volume144
Issue number1
Early online date11 Aug 2015
DOIs
Publication statusPublished - 1 Aug 2017
Externally publishedYes

Bibliographical note

Publisher Copyright:
© 2015, Springer Science+Business Media Dordrecht.

Copyright:
Copyright 2017 Elsevier B.V., All rights reserved.

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