Towards Understanding Stakeholder Salience Transition and Relational Approach to ‘Better’ Corporate Social Responsibility: A Case for a Proposed Model in Practice
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Management and business literature affirm the role played by stakeholders in corporate social responsibility (CSR) practices as crucial, but what constitutes a true business–society partnership remains relatively unexplored. This paper aims to improve scholarly and management understanding beyond the usual managers’ perceptions on salience attributes, to include how stakeholders can acquire missing attributes to inform a meaningful partnership. In doing this, a model is proposed which conceptualises CSR practices and outcomes within the frameworks of stakeholder salience via empowerment, sustainable corporate social performances and partnership quality. A holistic discussion leads to generation of propositions on stakeholder salience management, corporate social performance, corporate–community partnership systems and CSR practices, which have both academic and management implications.
KeywordsCorporate social responsibility Stakeholder salience Stakeholder empowerment Corporate social performance Business–society partnership
JEL ClassificationM14 H7 D21
This research paper is based on the first author’s PhD research work sponsored by the Faculty of Business, Education, Law and Arts, University of Southern Queensland, Queensland, Australia. The authors are grateful to the sponsors. Special thanks to Brad Agle and Duane Windsor who contributed in shaping initial ideas prior to the design of this model during the 25th Annual IABS conference in Sydney. The authors are also grateful to to the anonymous referees of Journal of Business Ethics and Prof Adam Lindgreen, Section Editor of this journal, for insightful comments on earlier drafts of the paper.
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