While the concept and domain of Corporate Social Responsibility (CSR) are not new—its beginnings can be tracked back to the 1960s—its scope, urgency, and relevance have shifted dramatically in recent years. CEO responses show that the majority of business leaders understand that they operate in an environment of contested values and that stakeholders expect companies to do better and more. However, many corporate incentive systems are not in sync with societal norms and expectations. Moreover, "grand challenges" such as climate change and global pandemics and growing interconnectedness shed light on the fault lines of value creation through complex supply chain systems, exposing unacceptable working conditions, modern slavery, and the environmental consequences of highly distributed production at any cost.

As a consequence, corporate social responsibility has become a widely accepted common denominator of the role and responsibilities of business in society, ranging from core functions such as health, safety, and environment standards, to governance and recognition of stakeholders, supply chain design, and corporations’ stand on climate change and its responsibility to future generations. This volume assembles state-of-the-art scholarship from leading scholars in the field and enables a "full range view" of CSR, from its roots, normative foundations, and institutional perspectives to matters of stakeholding, the global value chain, social innovation, and future directions.

The Routledge Companion to Corporate Social Responsibility represents a prestige reference work providing an overview of the subject area of CSR for academics, researchers, postgraduate students, as well as reflective practitioners.

chapter 1|14 pages

Corporate Social Responsibility (CSR)

Bringing Society Back In

part 1|50 pages

History and Theory of CSR

chapter 2|15 pages

Corporate Social Responsibility

A Chronicle and Review of Concept Development and Refinements

chapter 3|11 pages

Evolution of the Business and Society Field

From a Functionalist to a Supra-functionalist Orientation

chapter 4|13 pages

CSR Discovery Leadership

A Multilevel Framework in Historical Context

chapter 5|9 pages

A Theory of Business

part 2|62 pages

Normative Foundations of CSR

chapter 6|11 pages

CSR and Corporate Character

chapter 7|10 pages

CSR and Virtue Ethics

The Common Good of Firms, Markets, and Civil Society

chapter 8|11 pages

Spirituality and CSR

part 3|74 pages

Political CSR and Institutional Perspectives

chapter 11|21 pages

Transnational Power and Translocal Governance

The Politics of Corporate Responsibility 1

chapter 12|18 pages

Global Governance

CSR and the Role of the UN Global Compact 1

chapter 13|13 pages

From Explanation to Outcome

The Use of Institutional Theory in Corporate Responsibility Research

chapter 14|10 pages

Strategic CSR

A New Definition and New Frontiers

chapter 15|10 pages

Mind the Gap

Shell's Political CSR Agenda and Challenges in Nigeria

part 4|52 pages

CSR, Stakeholding, and Partnering

chapter 16|11 pages

A New Approach to CSR

Company Stakeholder Responsibility 1

chapter 17|12 pages

Inclusive Business

A Private-Sector Approach to Poverty Alleviation in Developing Economies

chapter 18|16 pages

In Pursuit of Dignity and Social Justice

Changing Lives Through 100 Percent Inclusion—An Example of Responsible Leadership and Sustainable Rural Development 1

part 5|40 pages

CSR and the Global Value Chain

chapter 20|13 pages

Integrated Management

Operations at the Crossroads of Innovation, Sustainability, and the Built Environment

chapter 22|12 pages

Sustainable Supply Chain Management

Why Have We Missed Out on Animal Welfare?

part 6|36 pages

CSR and Social Innovation

part 7|40 pages

Critical CSR and Future Directions

chapter 26|11 pages

Toward Future Directions for Critical CSR

Beyond Framing CSR as Strategic, Political, or Utopian

chapter 27|13 pages

Travelled Roads and Novel Vistas

Taking Stock of Empirical Studies into Tensions in Business Sustainability

chapter 28|14 pages

Are B Corps Really the Answer?

Addressing the Market Versus Social Logic Problem Through a Regenerative System of Good Dividends