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