Strategic Corporate Social Responsibility: Stakeholders, Globalization, and Sustainable Value Creation Third Edition Solution Manual

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Strategic Corporate Social Responsibility 3eDavid Chandler and William B. Werther, Jr.1SECTIONIITEACHINGRESOURCES BYCHAPTERPart I: Overview and IntentSection IIof this Instructor’s Manualprovides “Faculty Notes and Discussion” bychapter, concluding with answers to the end-of-chapter “Questions for Discussion and Review.”We begin with the overview of Part IofStrategic Corporate Social Responsibility, whichhighlights the scope of corporate social responsibility (CSR).Chapter 1identifies the different viewpoints of CSR and then shows why CSR is ofgrowing concern to business students and leaders. Though businesses are economic entities thatexist to further the financial interests of their owners,thisis not their sole concern. Without thebalance of a multi-stakeholder approach, firms can become exploitive, anti-social, and corrupt—losing legitimacy and their ability to pursue theowners’economic goals over the long term.Arguments for and against CSR are presented along with trends that are propelling CSR to agreater prominence in corporate and strategic thinking.Chapter 2puts CSR into a strategic context by explaining resource and industryperspectives on strategy. Then the chapter turns to the stakeholder perspective and the need toidentify and prioritize them.In particular, this chapter presents the stakeholder model aroundwhich the book is structured.The remainder of the chapter looks at integrating strategy and CSR,creating a strategic CSR perspective that is needed for long term sustainability.Chapter 3asksthe provocative question, “How much does CSR matter?” Who isresponsiblefor CSR? The organization? Stakeholders? To create a contrast around this question,the viewsof Milton Friedman and Charles Handy are presented. This discussion is followed byan extended look at Walmart,its varying impact on different constituents, and its tentative stepsin relation to CSR.Chapter 4introduces the idea of strategy through a strategic lens. The chapter argues thatstrategy is likely to be both more effective and more sustainable if strategy passes through a CSRfilter that better attunes the firm to its environment and its constituents. Then, the driving social-technologicaland economic forces behind the growing importance of CSR are discussed.

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Strategic Corporate Social Responsi...

Strategic Corporate Social Responsibility: Stakeholders, Globalization, and Sustainable Value Creation Third Edition Solution Manual

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