CSR for Purpose, Shared Value and Deep Transformation

Abstract

This book makes a significant contribution to the academic literature on Corporate Social Responsibility (CSR), and affiliated fields. It examines the development of CSR in response to successive waves of social and economic change and includes a number of case studies that illuminate the strengths and weakness of existing models of CSR which contribute not only to sustaining competitive advantage, but also social and environmental responsibility. The book also includes a comprehensive account of the literature on Creating Shared Value (CSV) and the United Nations Sustainable Development Goals (SDGs) complete with case studies to understand these concepts in practice. The book's greatest strength, however, is that it sets out an extended framework and new model (CSR 4.0), to accommodate the new challenges and systemic change posed for the Fourth Industrial Revolution. The book is a must reference read for economics, social science post-graduate students, and researchers interested in sustainability and corporate responsibility and for government, community and corporate leaders.

Corporate Social Responsibility: Perspectives on the CSR Construct’s Development and Future

“…CSR 3.0, according to Dumont (2012) involves communities across geographical, age, and socio-economic boundaries, reducing lag time, sustaining stakeholders’ interest, and taking ownership. In a proposed CSR 4.0 framework, Munro (2020) argues for changing the way organizations and companies operate and do business within an evolving CSR framework and shared and integrated setting. The key principles and themes for CSR 4.0 would include “purpose” as an essential priority; innovation, inclusion, and collaboration with all partners; identification, engagement, and co-creation with all stakeholders; shared and integrated value at a deeper level; deep transformation and networking in a new ecosystem; measurable Sustainable Development Goals (SDGs) with ongoing assessment and renewal; a systems orientation at the C-suite and employee level; and circular social missions with environmental loops (Munro, 2020, pp.…”

Corporate purpose: from a ‘Tower of Babel’ phenomenon towards construct clarity

“…Thereby, both concepts consider the generation of profits as a precondition that has to be fulfilled in a competitive market environment (Carroll 2016;Freeman & Ginena, 2015). Similar to corporate purpose, emerging contemporary conceptualizations (labeled CSR 2.0, CSR 3.0 or even CSR 4.0) view the position of CSR within an organization as being increasingly integrated into the core business and corporate strategy (Munro 2020;Schneider 2015;Visser 2010). Initial empirical support for the relationship between the two concepts is provided by Gartenberg et al (2019), who found a weak positive correlation between corporate purpose and CSR in a large-scale study.…”

The impact of corporate social responsibility expectations on purchase intention of social enterprise products

“…Many studies examined the relationship of institutional contexts and CSR initiatives of firms (such as Bhattacharyya, 2010; Mia and Al Mamun, 2011; Xu and Yang, 2010). Munro (2020) also argued that globalisation and automation of business created a new ecosystem for CSR and leaded to a transformation from CSR3.0 to CSR4.0.…”