Abstract
It could be argued that one of the greatest determinants of an organisation’s ability to integrate the principles of corporate responsibility into its core business is connected to the tendency of that organisation to attract and recruit individuals who are most likely to behave in a responsible way. In doing so, organisations encourage a collective social responsibility as they bring together a group of individual people for whom social responsibility is important. This article examines some of the factors which I believe contribute to a sense of collective social responsibility at Unilever UK, and how I believe this greatly helps the company’s corporate responsibility performance.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Editor information
Editors and Affiliations
Copyright information
© 2006 Thomas Lingard
About this chapter
Cite this chapter
Lingard, T. (2006). Creating a Corporate Responsibility Culture: the Approach of Unilever UK. In: Kakabadse, A., Morsing, M. (eds) Corporate Social Responsibility. Palgrave Macmillan, London. https://doi.org/10.1057/9780230599574_13
Download citation
DOI: https://doi.org/10.1057/9780230599574_13
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-52066-4
Online ISBN: 978-0-230-59957-4
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)