In 2014, Ireland launched its first National Plan on Corporate Social Responsibility (CSR), published with the key objective of setting out a framework to foster best practice in CSR among enterprises and organisations in Ireland. In addition, the plan sought to raise the profile of CSR in Ireland. Against this backdrop, there has been an increased interest in Corporate Social Responsibility (CSR) among both scholars and practitioners. Much of the academic debate has focused on the role of business in society, what constitutes the social responsibilities of firms, the link between CSR and financial performance and, more recently, the link between CSR and corporate strategy. Furthermore, it is not clear how such aspects of CSR are integrated in the minds of those carrying out the work. In other words, how CSR integrates with strategy for those CSR decision makers or managers within the firm. The thesis seeks to establish the key components of CSR and their relationship to strategy in the minds of these managers, through the Whittington Generic Perspectives on Strategy Model (1993). This framework forms the basis of the cognitive mapping of thirty one managers operating in Ireland, across diverse sectors. In addition, this thesis argues for a typology or framework for four distinct theme profiles, in relation to the relative importance of CSR components in the minds of these managers. The four theme profiles are as follows: Outcomes and Stakeholders Focus, Outcomes Only Focus, Values Focus and Business Objectives Focus.
|Date of Award||Sept 2015|
- Nottingham Trent University