ABSTRACT
We describe how one company, Intel Corporation, frames and responds to its perceived social responsibilities. Intel is a Fortune 100 fi rm, the world’s leading manufacturer of microprocessors and has been one of the most profi table business organizations in history. As such, within the normal constraints of global market capitalism, the company has enjoyed substantial latitude and discretion in setting and carrying out socially responsible programs and practices. Our analysis addresses the period surrounding the publication of Intel’s 2005 Corporate Responsibility Report (CRR).2 We look at the historical origins and evolution of Intel’s strategy and structure as they relate to social sustainability and the publicly available documents published by the company describing its culture and values. Our purpose is neither to curry favor nor to disparage practices, but to gain insights into how a successful, progressive, well-run business organization operating within the confi nes of Western democratic capitalism responds to social sustainability issues.
