RT Article
T1 Towards Understanding Stakeholder Salience Transition and Relational Approach to ‘Better’ Corporate Social Responsibility: A Case for a Proposed Model in Practice
JF Journal of business ethics
VO 144
IS 1
SP 85
OP 101
A1 Erdiaw-Kwasie, Michael O.
A1 Alam, Khorshed
A1 Shahiduzzaman, Md.
A2 Alam, Khorshed
A2 Shahiduzzaman, Md.
LA English
YR 2017
UL https://ixtheo.de/Record/178566168X
AB Management and business literature affirm the role played by stakeholders in corporate social responsibility (CSR) practices as crucial, but what constitutes a true business–society partnership remains relatively unexplored. This paper aims to improve scholarly and management understanding beyond the usual managers’ perceptions on salience attributes, to include how stakeholders can acquire missing attributes to inform a meaningful partnership. In doing this, a model is proposed which conceptualises CSR practices and outcomes within the frameworks of stakeholder salience via empowerment, sustainable corporate social performances and partnership quality. A holistic discussion leads to generation of propositions on stakeholder salience management, corporate social performance, corporate–community partnership systems and CSR practices, which have both academic and management implications.
K1 D21
K1 H7
K1 M14
K1 Business–society partnership
K1 Corporate Social Performance
K1 Stakeholder empowerment
K1 stakeholder salience
K1 Corporate Social Responsibility
DO 10.1007/s10551-015-2805-z