Advertisement

Journal of Academic Ethics

, Volume 2, Issue 1, pp 89–100 | Cite as

The Socially-Responsible University: Talking the Talk while Walking the Walk in the College of Business

  • Ronald Paul Hill
Article

Abstract

This article presents a stakeholder-based example of corporate social responsibility (CSR) within a university context. The first section provides a literature review that builds the case for CSR efforts by educational institutions. The next section details aspects of the focal corporate social responsibility program at the University of South Florida St. Petersburg (USFSP) from its early conception to its implementation. The Talking the Talk section describes the overarching mission of the larger university and its influence on the mission of the newly formed College of Business which undertook an ambitious community outreach program in a downtown neighborhood. The execution of the program is discussed subsequently in the Walking the Walk section, with an emphasis on formation of advisory boards, development of appropriate coursework, relevant interactions with external constituencies, and plans for assessment and continuous improvement. The article closes with recommendations for universities considering similar endeavors.

business school community service corporate social responsibility stakeholder analysis university 

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

REFERENCES

  1. Angelidis, J.P. & Ibrahim, N.A. (2002). Practical implications of educational background on future corporate executives, Teaching Business Ethics 6, 117-126.Google Scholar
  2. Carroll, A.B. (1983). Corporate social responsibility: Will industry respond to cutbacks in social program funding? Vital Speeches of the Day 49, 604-608.Google Scholar
  3. Carroll, A.B. (1999). Corporate social responsibility: Evolution of a definitional construct, Business and Society 38, 268-295.Google Scholar
  4. Coombs, T. (1998). The Internet as a potential equalizer: New leverage for confronting social irresponsibility, Public Relations Review 24, 289-303.Google Scholar
  5. Davis, K. (1960). Can business afford to ignore social responsibilities? California Management Review 2, 70-76.Google Scholar
  6. Eilbert, H. & Parket, I.R. (1973). The current status of corporate social responsibility, Business Horizons 16, 5-14.Google Scholar
  7. Epstein, E.M. (1987). The corporate social policy process: Beyond business ethics, corporate social responsibility, and corporate social responsiveness, California Management Review 29, 99-114.Google Scholar
  8. Epstein, E.M. (1999). The continuing quest for accountable, ethical, and humane corporate capitalism, Business and Society 38, 253-267.Google Scholar
  9. Frederick, W.C. (1994). From CSR1 to CSR2: The maturing of business and society thought, Business and Society 33, 150-164.Google Scholar
  10. Frederick, W.C. (1995). Values, Nature, and Culture in the American Corporation.New York: Oxford University Press.Google Scholar
  11. Frederick,W.C. (1998). Creatures, corporations, communities, chaos, complexity, Business and Society, 37, 358-389.Google Scholar
  12. Hill, R.P. & Cassill, D.L. (2004). The naturological view of the corporation and its social responsibility: An extension of the Frederick model of corporation-community relationships, Business and Society Review 109, forthcoming.Google Scholar
  13. Hill, R.P., Stephens, D.L. & Smith, I. (2003). Corporate social responsibility: An examination of individual firm behavior, Business and Society Review 108, 339-362.Google Scholar
  14. Johnson, H.L. (1971). Business in Contemporary Society: Framework and Issues.Belmont, CA: Wadsworth.Google Scholar
  15. Joyner, B.E. & Payne, D. (2002). Evolution and implementation: A study of values, business ethics and corporate social responsibility, Journal of Business Ethics 41, 297-311.Google Scholar
  16. Kok, P., van der Wiele, T., McKenna, R. & Brown, A. (2001). A corporate social responsibility audit within a quality management framework, Journal of Business Ethics 31, 285-297.Google Scholar
  17. L'Etang, J. (1995). Ethical corporate social responsibility: A framework for managers, Journal of Business Ethics 14, 125-132.Google Scholar
  18. Logsdon, J.M. & Yuthas, K. (1997). Corporate social performance, stakeholder orientation, and organizational moral development, Journal of Business Ethics 16, 1213-1226.Google Scholar
  19. Maignan, I. & Ralston, D. (2002). Corporate social responsibility in Europe and the US: Insights from businesses' self presentations, Journal of International Business Studies 33,497-514.Google Scholar
  20. McGuire, J.W. (1963). Business and Society. New York: McGraw-Hill.Google Scholar
  21. Murphy, A. (1994). The seven (almost) deadly sins of high-minded entrepreneurs, Inc 16, 47-48, 51.Google Scholar
  22. RMPK Group (2002). The Midtown Strategic Planning Initiative. St. Petersburg, FL: A.A. Baker and Associates.Google Scholar
  23. Snider, J., Hill, R.P. & Martin, D. (2003). Corporate social responsibility in the 21st century: A view from the world's most successful firms, Journal of Business Ethics 48 Google Scholar

Copyright information

© Kluwer Academic Publishers 2004

Authors and Affiliations

  • Ronald Paul Hill
    • 1
  1. 1.College of Business at theUniversity of South Florida St. PetersburgSt. PetersburgU.S.A

Personalised recommendations