Corporate Social Responsibility as Subsidiary Co-Responsibility: A Macroeconomic Perspective

Abstract

Corporate Social Responsibility, subsidiarity, social market economy, globalization, co-responsibility, ISO 26000, Catholic encyclicals,

Understanding political responsibility in corporate citizenship: towards a shared responsibility for the common good

“…Many of today's corporations are different in the sense that they often take up a dual role as they engage in the political sphere not only for their economic interests, but also for the common good (Matten and Crane 2005;Scherer and Palazzo 2011). While Matten and Crane introduced the concept of corporate citizenship as a descriptive concept, other authors have tried to provide a normative foundation for why corporations would have these additional responsibilities Palazzo 2007, 2011;Assländer andCurbach 2014, 2017).…”

“…In this approach, corporate actors are seen as intermediate actors who have certain political co-responsibilities in society, while governments retain major responsibilities such as guaranteeing freedom, justice and citizenship rights. It is up to governments to develop governance structures that allow corporations to take political responsibility (Assländer andCurbach 2014, 2017).…”

The power of the fish is in the water

“…They care about the well-being of their clients, now and in the future; the quality of the context in which they are operating; as well as about the fair and equitable sharing of wealth among the people in their organisation (AƁländer, 2011;Delios, 2010). A visible, aggressively espoused, communicated and concretely demonstrated stewardship mindset/attitude from a partnering stance is essential to global organisations active in ECs, to counter the stereotype of economic re-colonisation and exploitation of ECs by these organisations (see Moghalu, 2014, for a case in point regarding Africa).…”

“…For genuine Embedded CSR to be realised, stakeholders must be transformed into trusted partners of the organisation who, in concert with the organisation, pursue Embedded CSR value unlocking and wealth creation. In all of this, all parties involved will be directed and guided by a co-generated, shared, EC-relevant envisioned legacy (AƁländer, 2011;Okoye, 2012;Matthews, 2014).…”

“…This strategic matching can only come about through the careful crafting of a well thought through Embedded CSR strategy -the manner in which the envisioned legacy of the embedded CSR will be realised (AƁländer, 2011;Chandler & Werther, 2014;Ganescu, 2012;Ragan et al, 2015). All partners need to be intensely involved in the crafting of such a strategy and its roll-out.…”