Previous chapters have explored the different lenses through which CSR can be viewed — that is, the philanthropical, compliance, structural and sense-making approaches. In this chapter we shall not revisit the discourses on these approaches. However, it is evident that if CSR is taken seriously by a business there will have to be fundamental and transformational changes to its core paradigms. What is increasingly evident is that CSR is a somewhat ill-defined and ‘fuzzy’ concept. It is a complex phenomenon and one that often emerges at the boundary of the business enterprise — that is, where the organization interacts with its stakeholders. It is also clear that the changes an emergent CSR agenda implies are difficult to manage, and there is growing evidence that a fundamental shift in the business paradigm cannot occur without a significant commitment by the leadership and a change in the focus and behaviour of leaders (Williams, 2002; Edelman, 2004). Given this it is important to reflect on how change can be implemented most effectively and the consequences for leaders.
Weitere Kapitel dieses Buchs durch Wischen aufrufen
Bitte loggen Sie sich ein, um Zugang zu diesem Inhalt zu erhalten
Sie möchten Zugang zu diesem Inhalt erhalten? Dann informieren Sie sich jetzt über unsere Produkte:
- Implementing CSR: The Challenge of Change
- Palgrave Macmillan UK
Neuer Inhalt/© Stellmach, Neuer Inhalt/© Maturus, Pluta Logo/© Pluta, Rombach Rechtsanwälte/© Rombach Rechtsanwälte