TY - JOUR
T1 - Towards Understanding Stakeholder Salience Transition and Relational Approach to ‘Better’ Corporate Social Responsibility
T2 - A Case for a Proposed Model in Practice
AU - Erdiaw-Kwasie, Michael O.
AU - Alam, Khorshed
AU - Shahiduzzaman, Md
N1 - Publisher Copyright:
© 2015, Springer Science+Business Media Dordrecht.
Copyright:
Copyright 2017 Elsevier B.V., All rights reserved.
PY - 2017/8/1
Y1 - 2017/8/1
N2 - 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.
AB - 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.
KW - Business–society partnership
KW - Corporate social performance
KW - Corporate social responsibility
KW - Stakeholder empowerment
KW - Stakeholder salience
UR - http://www.scopus.com/inward/record.url?scp=84938821133&partnerID=8YFLogxK
U2 - 10.1007/s10551-015-2805-z
DO - 10.1007/s10551-015-2805-z
M3 - Article
AN - SCOPUS:84938821133
SN - 0167-4544
VL - 144
SP - 85
EP - 101
JO - Journal of Business Ethics
JF - Journal of Business Ethics
IS - 1
ER -