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    A theoretical framework of the drivers of CSR: The role of strategic planning and firm culture

    20931_downloaded_stream_387.pdf (116.2Kb)
    Access Status
    Open access
    Authors
    Galbreath, Jeremy
    Date
    2007
    Type
    Working Paper
    
    Metadata
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    Citation
    Galbreath, Jeremy (2007) A theoretical framework of the drivers of CSR: The role of strategic planning and firm culture, Graduate School of Business Working Paper Series: no. 66, Curtin University of Technology, Graduate School of Business.
    Faculty
    Curtin Business School
    Graduate School of Business
    URI
    http://hdl.handle.net/20.500.11937/27089
    Collection
    • Curtin Research Publications
    Abstract

    Corporate social responsibility (CSR) is argued to be a strategic imperative, one that can significantly affect firm competitiveness. However, little research demonstrates what actually shapes or drives firms towards proactive CSR. This paper proposes that strategic planning is one such driver in that it creates awareness of and formulates responses to a firm?s stakeholders, thereby enabling CSR. But while a strategic planning effort can develop the best and most impressive strategies ? those that drive CSR ? they might be actualized in a manner more or less than intended given the type of firm culture in place. Thus, firm culture is argued to moderate the relationship between strategic planning and CSR.

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