Journal of Business Ethics

, Volume 87, Supplement 1, pp 71–89

Designing and Implementing Corporate Social Responsibility: An Integrative Framework Grounded in Theory and Practice

Article

DOI: 10.1007/s10551-008-9804-2

Cite this article as:
Maon, F., Lindgreen, A. & Swaen, V. J Bus Ethics (2009) 87: 71. doi:10.1007/s10551-008-9804-2

Abstract

This article introduces an integrative framework of corporate social responsibility (CSR) design and implementation. A review of CSR literature – in particular with regard to design and implementation models – provides the background to develop a multiple case study. The resulting integrative framework, based on this multiple case study and Lewin’s change model, highlights four stages that span nine steps of the CSR design and implementation process. Finally, the study identifies critical success factors for the CSR process.

Keywords

corporate social responsibilitystakeholder managementstakeholder dialogueCSR implementationchange strategysuccess factorscase study

Copyright information

© Springer Science+Business Media B.V. 2008

Authors and Affiliations

  • François Maon
    • 1
  • Adam Lindgreen
    • 2
  • Valérie Swaen
    • 1
  1. 1.Department of Marketing, Louvain School of ManagementUniversité Catholique de LouvainLouvain-la-NeuveBelgium
  2. 2.Department of Marketing and Business StrategyHull University Business SchoolHullU.K.