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dc.contributor.authorGalbreath, Jeremy
dc.date.accessioned2017-01-30T12:56:52Z
dc.date.available2017-01-30T12:56:52Z
dc.date.created2008-11-12T23:36:37Z
dc.date.issued2007
dc.identifier.citationGalbreath, 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.
dc.identifier.urihttp://hdl.handle.net/20.500.11937/27089
dc.description.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.

dc.publisherCurtin University of Technology
dc.subjectfirm success
dc.subjectstrategic planning
dc.subjectcorporate social responsibility
dc.subjectfirm culture
dc.subjectstakeholders
dc.titleA theoretical framework of the drivers of CSR: The role of strategic planning and firm culture
dc.typeWorking Paper
dcterms.dateSubmitted2008-09-30
dcterms.source.volume66
dcterms.source.monthjun
dcterms.source.seriesGraduate School of Business Working Paper Series
curtin.digitool.pid20931
curtin.pubStatusPublished
curtin.refereedFALSE
curtin.identifierEPR-3227
curtin.identifier.scriptidPUB-CBS-GSB-RC-39018
curtin.accessStatusOpen access
curtin.facultyCurtin Business School
curtin.facultyGraduate School of Business


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