ABSTRACT
The fact that CSR and Sustainability has penetrated into most business disciplines is an indicator of its significance. The engagement to present the business case in terms of strategy, finance, marketing, logistics etc. - and adapt it to the methods and perspectives and logic of each discipline - signifies interest and concern not only in principle but also in practice in operative business models. In business strategy, the strong engagement with CSR/Sustainability by Michael Porter - a major figure in business strategy - and his colleague Mark Kramer, has made social embedding a core driver of value creation. In conventional business, value creation from prosociality & sustainability is generally tied to its use in a reactive and defensive mode. While stimulated by the consequences of the governance deficit and, to some extent, by a business case, the CSR – and later Sustainability – movements have also been driven by digitalisation and the new media.
