Corporate social responsibility is one of the earliest and key conceptions in the academic study of business and society relations. This article examines the future of corporate social responsibility. Bowen's (1953) key question concerned whether the interests of business and society merge in the long ran. That question is assessed in the present and future contexts. There seem to be distinctly anti‐responsibility trends in recent academic literature and managerial views concerning best practices. These trends raise significant doubts about the future status of corporate social responsibility theory and practice. The vital change is that a leitmotif of wealth creation progressively dominates the managerial conception of responsibility. The article provides a developmental history of the corporate social responsibility notion from the Progressive Era forward to the corporate social performance framework and Carroll's pyramid of corporate social responsibilities. There are three emerging alternatives or competitors to responsibility: (1) an economic conception of responsibility; (2) global corporate citizenship; and (3) stakeholder management practices. The article examines and assesses each alternative. The article then assesses the prospects for business responsibility in a global context. Two fundamentals of social responsibility remain: (1) the prevailing psychology of the manager; and (2) the normative framework for addressing how that psychology should be shaped. Implications for practice and scholarship are considered.
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1 March 2001
This article was originally published in
The International Journal of Organizational Analysis
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March 01 2001
THE FUTURE OF CORPORATE SOCIAL RESPONSIBILITY Available to Purchase
Duane Windsor
Duane Windsor
Rice University
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Publisher: Emerald Publishing
Online ISSN: 2576-0785
Print ISSN: 1055-3185
© MCB UP Limited
2001
The International Journal of Organizational Analysis (2001) 9 (3): 225–256.
Citation
Windsor D (2001), "THE FUTURE OF CORPORATE SOCIAL RESPONSIBILITY". The International Journal of Organizational Analysis, Vol. 9 No. 3 pp. 225–256, doi: https://doi.org/10.1108/eb028934
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