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The Boundaries of Social Corporate Responsibility

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The Boundaries of Strategic Corporate Social Responsibility

Geoffrey P. Lantos Professor of Business Administration Box D-55 Stonehill College North Easton, MA 02357

June 2001

Phone: 508.565.1205 Fax: 508.565.1444 E-mail: glantos@stonehill.edu

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The Boundaries of Strategic Corporate Social Responsibility

Keywords Corporate social responsibility (CSR), Roles of business, Stakeholder theory, Ethical CSR, Responsibilities and duties, Altruistic CSR, Strategic CSR,

Abstract Reviews the development of the corporate social responsibility (CSR) concept and its four components: economic, legal, ethical, and altruistic duties. Discusses different perspectives on the proper role of business in society, from profit making to community service provider. Suggests that much of the confusion and controversy over CSR stem from a failure to distinguish its ethical, altruistic, and strategic forms of CSR. On the basis of a thorough examination of the arguments for and against altruistic CSR, concurs with Milton Friedman that altruistic CSR is not a legitimate role of business. Proposes that ethical CSR, grounded in the concept of ethical duties and responsibilities, is mandatory. Concludes that strategic CSR is good for business and society. Advises that marketing take a lead role in strategic CSR activities. Notes difficulties in CSR practice and offers suggestions for marketers in planning for strategic CSR and academic researchers in further clarifying the boundaries of strategic CSR.

Introduction It is no news that today’s business organizations are expected to exhibit ethical behavior and moral management. However, over the past half century the bar has been steadily raised. Now, not only are firms expected to be virtuous, they are being called to practice “social responsibility” or “corporate citizenship”(Carroll 2000, p. 187), accepting some

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