ABSTRACT
The central research question in this chapter is the role of cross-functional collaboration in generating and disseminating corporate social responsibility (CSR) knowledge and subsequent improvements in organizational practices across the firm and to external stakeholders. The purpose and object of the chapter are to assess what is known about the topic and how to improve practical implementation within the firm and external dissemination. Weaknesses in CSR cross-functional collaboration may arguably hamper CSR outcomes, as business units or functions and external stakeholders may not be satisfactorily engaged in CSR initiatives. The methodological approach combines a conceptual analysis of the problem with an assessment of available theoretical and empirical literature and the use of limited business illustrations. Emphasis is on comparing value-creation approaches as guides to collaboration efforts. The chapter is a preliminary and quite limited exploration into an ill-defined but potentially important topic. Key findings at this stage are that the specific issue of CSR knowledge integration is under-explored conceptually and empirically, the relevant literature is quite limited, and relatively little is known about practical implementation. These observations are restricted to CSR knowledge and not to the broader topic of cross-functional collaboration. The immediate contributions of the chapter are as follows: Particular attention should be given to disseminating CSR knowledge and practices to suppliers, customers, media, and governments; Business leadership is vital in facilitating and coordinating cross-functional collaboration; Human resources (HR) and other staff units can help to transfer CSR knowledge across the firm. There must be much more systematic research into applicable management practices, theory development, and empirical and case evidence.
