Journal of Business Ethics

, Volume 72, Issue 3, pp 243–262 | Cite as

Corporate Social Responsibility (CSR): Theory and Practice in a Developing Country Context

Article

Abstract

After providing an overview of Corporate Social Responsibility (CSR) research in different contexts, and noting the varied methodologies adopted, two robust CSR conceptualizations – one by Carroll (1979, ‘A Three-Dimensional Conceptual Model of Corporate Performance’, The Academy of Management Review 4(4), 497–505) and the other by Wood (1991, ‘Corporate Social Performance Revisited’, The Academy of Management Review 16(4), 691–717) – have been adopted for this research and their integration explored. Using this newly synthesized framework, the research critically examines the CSR approach and philosophy of eight companies that are considered active in CSR in the Lebanese context. The findings suggest the lack of a systematic, focused, and institutionalized approach to CSR and that the understanding and practice of CSR in Lebanon are still grounded in the context of philanthropic action. The findings are qualified within the framework of existing contextual realities and relevant implications drawn accordingly.

Keywords

Corporate social responsibility (CSR) theory and practice developing countries Lebanon 

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Abreu R., David F., Crowther D. (2005) Corporate Social Responsibility in Portugal Empirical Evidence of Corporate Behavior. Corporate Governance 5(5): 3–18Google Scholar
  2. Bernard R. (2000) Social Research Methods: Qualitative and Quantitative Approaches. Sage Publications, Thousand Oaks, London, New DelhiGoogle Scholar
  3. Belal A. (2001) A Study of Corporate Social Disclosures in Bangladesh. Managerial Auditing Journal 15(5): 274–289Google Scholar
  4. Bush G. (2005) Corporate Citizenship As Part of the Business Model. In: Hancock J. (ed) Investing in Corporate Social Responsibility: A Guide to Best Practice, Business Planning and the UK’s Leading Companies. Kogan Page, London, pp. 15–26Google Scholar
  5. Business for Social Responsibility: 2001, Introduction to Corporate Social Responsibility. [Online] available: http://www.bsr.org/bsrresources/WhitePapers_IssueArea.cfm
  6. Carroll A. B. (1979). A Three-Dimensional Conceptual Model of Corporate Performance. The Academy of Management Review 4(4):497–505CrossRefGoogle Scholar
  7. Carroll A. B. (1991). The Pyramid Of Corporate Social Responsibility: Toward the Moral Management of Organizational Stakeholders. Business Horizons 34:39–48CrossRefGoogle Scholar
  8. Clarkson M. (1995). A Stakeholder Framework For Analyzing and Evaluating Corporate Social Responsibility. The Academy of Management Review 20(1): 92–118CrossRefGoogle Scholar
  9. Clement-Jones T. (2005). Bottom Line Issue Or Public Relations Exercise?. In: Hancock J. (ed) Investing in Corporate Social Responsibility: A Guide to Best Practice, Business Planning and the UK’s Leading Companies. Kogan Page, London, pp. 5–13Google Scholar
  10. Davis, K.: 1973, ‘The Case For and Against Business Assumption of Social Responsibility’, Academy of Management Journal June, 312–322Google Scholar
  11. De la Crus Deniz Deniz M., Cabrera Suarez K. (2005) Corporate Social Responsibility and Family Business in Spain. Journal of Business Ethics 56: 27–41CrossRefGoogle Scholar
  12. Frederick W. C. (1994). From CSR1 to CSR2. Business and Society 33(2): 150–164CrossRefGoogle Scholar
  13. Fulop G., Hisrich R., Szegedi K. (2000). Business Ethics and Social Responsibility in Transition Economies. Journal of Management Development 19(1): 5–31CrossRefGoogle Scholar
  14. Goodpaster, K. and J. Matthews: 2003, ‘Can A Corporation Have A Conscience?’ Harvard Business Review on Corporate Social Responsibility, Harvard Business School Press: 131–155Google Scholar
  15. Greenfield, W. M.: 2004, ‘In the Name of Corporate Social Responsibility’, Business Horizons January–February, 19–28Google Scholar
  16. Hancock J. (2005). Introduction: Why This Subject? Why This Book?. In: Hancock J. (ed) Investing in Corporate Social Responsibility: A Guide to Best Practice, Business Planning and the UK’s Leading Companies. Kogan Page, London, pp. 1–4Google Scholar
  17. Jackson, I. and J. Nelson: 2004, ‘Values-Driven Performance: Seven Strategies For Delivering Profits With Principles’, Ivey Business Journal 69(2) November/December, 1–8Google Scholar
  18. Jones M. (1999). The Institutional Determinants of Social Responsibility. Journal of Business Ethics 20(2): 163–179CrossRefGoogle Scholar
  19. Juholin E. (2004). For Business Or The Good Of All? A Finnish Approach To Corporate Social Responsibility. Corporate Governance 4(3): 20–31CrossRefGoogle Scholar
  20. Lantos G. P. (2001). The Boundaries of Strategic Corporate Social Responsibility. Journal of Consumer Marketing 18(7): 595–630CrossRefGoogle Scholar
  21. Longo M., Mura M., Bonoli A. (2005). Corporate Social Responsibility and Corporate Performance: The Case of Italian SMEs. Corporate Governance 5(4):28–42CrossRefGoogle Scholar
  22. Luetkenhorst W. (2004). Corporate Social Responsibility and the Development Agenda. Intereconomics 39(3): 157–168CrossRefGoogle Scholar
  23. Makower J. (1994). Beyond the Bottom Line. Simon and Schuster, LondonGoogle Scholar
  24. McGuire J. (1963). Business and Society. McGraw Hill, New YorkGoogle Scholar
  25. Murray, A.: 2005, ‘The Economy, Business: Will Social Responsibility Harm Business?’ The Wall Street Journal May 18, A2Google Scholar
  26. Novak M. (1996). Business as a Calling: Work and the Examined Life. The Free Press, New York, NYGoogle Scholar
  27. Papasolomou-Doukakis I., Krambia-Kapardis M., Katsioloudes M. (2005). Corporate Social Responsibility: The Way Forward? Maybe Not. European Business Review 17(3): 263–279CrossRefGoogle Scholar
  28. Pettit, P.: 2005, ‘Responsibility Incorporated’, Paper presented at the Kadish Center for Morality, Law and Public Affairs, Workshop in Law, Philosophy and Political Theory, March 23, 2005Google Scholar
  29. Pratima B. (2002). The Corporate Challenges of Sustainable Development. Academy of Management Executive 16(2): 122–132Google Scholar
  30. Quazi A., O’Brien D. (2000). An Empirical Test of a Cross-National Model of Corporate Social Responsibility. Journal of Business Ethics 25: 33–51CrossRefGoogle Scholar
  31. Rudolph, P. Letters To The Editor: 2005, ‘An Adam Smith Look At Green Regulations’, The Wall Street Journal June 6Google Scholar
  32. Solomon R. C. (1994). The New World of Business: Ethics and Free Enterprise in the Global Nineties. Rowman & Littlefield Publishers Inc., USAGoogle Scholar
  33. Tencati A., Perrini F., Pogutz S. (2004). New Tools To Foster Corporate Socially Responsible Behavior. Journal of Business Ethics 53: 173–190CrossRefGoogle Scholar
  34. Uhlaner L., van Goor-Balk A., Masurel E. (2004). Family Business and Corporate Social Responsibility In A Sample of Dutch Firms. Journal of Small Business and Enterprise Development 11(2):186–194CrossRefGoogle Scholar
  35. Waddock S., Bodwell C., Graves S. (2002) Responsibility: The New Business Imperative. The Academy of Management Executive 16(2): 132–147Google Scholar
  36. Windsor D. (2001). The Future of Corporate Social Responsibility. The International Journal of Organizational Analysis 9(3): 225–256Google Scholar
  37. Wood D. (1991). Corporate Social Performance Revisited. The Academy of Management Review 16(4): 691–717CrossRefGoogle Scholar
  38. World Business Council for Sustainable Development: 2001, The Business Case for Sustainable Development: Making a Difference Towards the Johannesburg Summit 2002 and Beyond. [Online] available: http://www.wbcsd.org

Copyright information

© Springer Science+Business Media, Inc. 2006

Authors and Affiliations

  1. 1.Olayan School of BusinessAmerican University of BeirutBeirutLebanon

Personalised recommendations