Keywords
social responsibility of business, Caux Round Table, Social Venture Network, Business for Social Responsibility, Canadian Business for Social Responsibility
Abstract
Corporations from the most economically developed countries have been joining together over the past 15 years to form organizations such as Caux Round Table, Social Venture Network, Business for Social Responsibility, and Canadian Business for Social Responsibility to widely promote corporate social responsibility and either to craft standards of social responsibility or to provide examples from members about how they enact corporate social responsibility. Although their views overlap, there are some inconsistencies in content, emphasis, rationales for corporate social responsibility, and audit recommendations. Examination of these four organizations reveals two quite different rationales for corporate social performance, one involving sharing wealth for a generalized benefit to society without concern for receiving a direct business benefit in return, and the other involving strategically designed and executed community involvement to create a virtuous cycle of investments in the community resulting in turn in business successes which continuously increase the wealth of both the community and the corporation.
Recommended Citation
Wallace, A. (2000). Two Models of Corporate Social Responsibility to Communities. Mountain Plains Journal of Business and Economics, 1(1). Retrieved from https://openspaces.unk.edu/mpjbt/vol1/iss1/13
