This paper explores the partnership between CSR and competitiveness. We conclude that there is an optimistic relationship instrumented through strategic, stakeholder and accountability supervision processes. Furthermore, we propose that this regards takes shape through learning and creativity, driven simply by corporate reputation. Finally, we all argue that CSR should hub on managing three natural paradoxes, advancing an synthetic framework to identify how these paradoxes impacts the three management processes backlinks CSR and competitiveness.



CSR has become among the central concerns on the schedule of agencies today, but is still a long way from becoming centre stage on corporate and business strategy (Smith, 2003; Stewart, 2006). Among the key problems is the insufficient understanding about the impact CSR has on competitiveness (Porter and Kramer, 2006). There are many research trying to assess the relationship between CSR and financial performance (Chand and Fraser, 2006; McWilliams and Siegel, 2001), proposing an enterprise case for CSR (Cramer, Hiejden and Jonker, 2006; Smith, 2003) or providing case studies about CSR methods (Gueterbook, 2005; Robertson and Nigel, 1996). However , economical performance or perhaps smart procedures don't instantly imply long lasting competitiveness (Porter and Kramer, 2006; Assurer and Vehicle der Division, 1995; Smith, 2003). The bottom line is that there will be a connection between CSR and competitiveness, but the characteristics of the romantic relationship is ambiguous (Mackey, Mackey and Barney, Forthcoming; Vehicle De Ven and Jeurissen, 2005).

This kind of paper aims to shed some light for the nature with the relationship between CSR and competitiveness. To that end, we believe currently firm competitiveness is defined by market. That is certainly, the question of what are the critical competitiveness factors is definitely answered by looking at how businesses and economic analysts explain and assess a firm. Thus, first the existing state of the art for the relationship between CSR and competitiveness can be reviewed. Second, CSR requirements used by economical analysts can be identified and compared with business valuation methods. Third, CSR approaches of 25 impressive multinationals are evaluated. Last, the benefits of a multi-stakeholder dialogue on CSR and competitiveness in the European economical sector will be presented. Therefore , we argue that CSR and competitiveness bring up through a learning and development cycle, in which corporate values, policies and practices happen to be permanently


defined and re-defined. Therefore, we suggest that learning takes place as CSR is stuck in business operations, and that once it has been integrated it, in return, generates innovative CSR procedures. Finally, all of us propose that CSR in practice contains managing natural paradoxes generated by the stress between CSR and business policies.


Even though current CSR frameworks will be diverse, fragmented and not usually congruent (Carroll, 1999; Roberts, 1980; Windsor, 2001), CSR can be defined as the voluntary the use of interpersonal and environmental concerns in corporate operations in addition to their discussion with stakeholders (European Commission, 2002). The challenge with that classification is that simply no widely accepted integrated structure exists (Jones 1980, 1995), to make clear which are the interpersonal and environmental concerns, how could a company combine them in its operations and relationship using its stakeholders and, most importantly, how can this become carried out via a strategic point of view (Porter and Kramer, 2006).

CSR projects use distinct nomenclatures, categories and explanations, but we propose that CSR issues can be grouped in five measurements: (1) Perspective, including CSR conceptual advancement within the business, governance, moral codes, beliefs and status (Carter, Simkins and Simpson; 2003; Freeman, 1999; Modest, Jackson and Thomson, year 1994;...

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