Managerial Perceptions of the Business Case for Corporate Social Responsibility

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Managerial Perceptions of the Business Case for Corporate Social Responsibility

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dc.contributor.author Hockerts, Kai en_US
dc.date.accessioned 2009-02-04T10:26:02Z
dc.date.available 2009-02-04T10:26:02Z
dc.date.issued 2008-03-13T00:00:00Z en_US
dc.identifier.uri http://hdl.handle.net/10398/7117
dc.description.abstract This paper draws on interviews with 12 investor relations directors. These were used to elicit the mental models respondents used when explaining their firms’ motivation to engage in Corporate Social Responsibility (CSR). Four dimensions of CSR-induced competitive advantages emerged: risk, efficiency, branding, and new markets. Respondents from firms with lower social performance drew on less differentiated and less balanced cognitive frameworks (focussing on risk and efficiency). Respondents from firms with higher social performance reported not only more links between CSR and competitiveness, their underlying cognitive models were also more balanced across the four dimensions. en_US
dc.format.extent 33 en_US
dc.language eng en_US
dc.relation.ispartofseries Working paper;2007-03 en_US
dc.title Managerial Perceptions of the Business Case for Corporate Social Responsibility en_US
dc.type wp en_US
dc.accessionstatus modt08mar13 nijemo en_US
dc.contributor.corporation Copenhagen Business School. CBS en_US
dc.contributor.department Center for Corporate Social Responsibility
dc.contributor.department Institut for Interkulturel Kommunikation og Ledelse en_US
dc.contributor.departmentshort CBSCSR
dc.contributor.departmentuk Department of Intercultural Communication and Management en_US
dc.contributor.departmentuk Center for Corporate Social Responsibility
dc.contributor.departmentukshort CBSCSR en_US
dc.idnumber x656556810 en_US
dc.publisher.city København en_US
dc.publisher.year 2007 en_US


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