Abstract
Swanson asserts that a sense of separation has kept a coherent theory of CSR leadership at bay. By disuniting business and society, it prevents these sectors from developing a shared consciousness of the values at stake in their interactions. Chapter 1 identifies the need for business executives to discard separation consciousness in favor of unity consciousness and the discovery mentality and values that make scientific inquiry possible. In this vein, the socially responsible executive must direct value-adept employees to discover, assess, and act on the constructive value expectations of stakeholders. This book delivers a “3S” approach to CSR leadership, because it focuses on the relationship between business and society and how executives can adopt the discovery mentality and values used in scientific inquiry to help create a sense of shared value consciousness between these two sectors. Swanson refers to this prospect as a “unified field of shared value consciousness.”
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Swanson, D.L. (2018). The Transformative Potential of CSR Discovery Leadership. In: CSR Discovery Leadership. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-59954-0_1
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