"The book is a powerful and persuasive presentation of strategic CSR."

Mr. Dharmendra Nath

retired IAS officer

UPKRAM

Useful suplementary text that offers an interesting perspective on contemporary CSR approaches.

Dr Matthew Davis

Leeds University Business School, Leeds University

Mar 25 2013

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Indepth analysis of CSR issues. Part 11 Section of Case studies is very insightful.

Mr Matt Murray

School of Business, Institute of Business & Technology

Feb 15 2013

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It's going to be an essential book for MA students

Dr Ozlem Alikilic

Public Relations and Advertising, Yasar University

Feb 14 2013

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An interesting text that highlights CSR in a global context.

Mrs Claire Dodson

Academy of commercial enterprise, Doncaster College

Dec 17 2012

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A very detailed book with different case studies. Recommended reading material, and recommended to our different libraries to have it available.

Mr Peter Thijs

Business Management, KHKempen

Oct 16 2012

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CSR is taken a higher level and the use of the cases is great

Mr Jean-Charles Languilaire

Department of Urban Studies, Malmo University

Sep 16 2012

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This book takes a proactive stance to the subject matter and some students have found it useful in their learning and understanding of the subject. I definately recommend students to use it as a reference book.

Ms Anette Lundebye

Business and Management, Regents College

Sep 13 2012

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Good Coverage of topic area.

Mr Mark Whitmore

Organizational Technology, University of Akron

Aug 29 2012

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This is the best textbook available for the recently-developed graduate course. It is also the most economical for the students. One of my new professors and I will be delivering this important course on both international and domestic bases, and my Chinese students in Shanghai and Chengdu have already submitted positive feedback after reviewing the text on-line.

Dr Glenn Briggs

Business Dept, Webster University

Jul 23 2012

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Useful Glossary of both CSR and strategy terms at the beginning of the book Clearly structured chapters with useful boxes and cases for additional insights Combines theory and practice in the two parts of the book Detailed Subject Index plus company index The only thing that's missing is an alphabetical list of references but the notes & references at the end of every chapter are detailed

Dr Sigrun Wagner

School of Management, Royal Holloway, University of London

Jun 27 2012

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offfers some very good ideas which help garner a greater understanding of the subject area

Mr Peter Pelham

Business Administration , University of West London

May 18 2012

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I really enjoyed this text and have placed it on our reading list for our new module. It is extremely user friendly and is great for undergraduates. The module is becoming core in 2 years and will have approx 300 students on it. Until then we will have 60 students enrolled.

Mr Chris Doran

Salford Business School, Salford University

May 17 2012

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Most suitable book for my students.

Dr Matthew Guah

School Of Business Admin, Claflin University

Jan 05 2012

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Textbook complements the course objectives very well.

Professor Terrence Dalton

Business Management Technology, University of Akron

Oct 31 2011

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I am recomending this book to my Organisation Renewal and Change (MBA) unit.

Dr Fernando Lourenco

Strategy, Entrepreneurship & Int. Busi, Manchester Metropolitan University

Sep 30 2011

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A clear text which covers theoretical and practical approaches. I particularly like the use of case studies and examples to illustrate. Very readable.

Mrs Chris Grant

BCT - International Team, University of Bolton

Aug 23 2011

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An important book on a very contemporary issue, well written and with lots of insightful examples

Professor Lars Binckebanck

BWL, Nordakademie

Jul 18 2011

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In my opinion, the book can help business students to understand the strategic value of CSR. Through the different chapters CSR is portrayed and discussed as a managerial tool for achieving the economic objectives of a business organization. I especially like the idea of a multi-stakeholder perspective on strategic CSR. The book draws attention to a topic that needs to be covered in CSR courses. My concerns are related to the fact that some important CSR aspects are overlooked or briefly discussed by the authors. While the economic aspect is clearly emphasized in the book, the authors neglect the moral and political aspect of CSR. If we agree that CSR is a morally and politically contested concept, then these aspects must be considered when developing and implementing strategic CSR. I was also disappointed by the fact that the multi-stakeholder perspective promised in the book remained underdeveloped (p. 1). Actually, it didn’t offer anything new. The term “Multi-stakeholder” is used for explaining the traditional stakeholder approach which encourages business organizations to identify, prioritize and satisfy the needs of key stakeholders. As a result, strategic CSR remains firm-centred, close to the premises of mainstream stakeholder theory. I expected a strategic CSR perspective that challenges business as usual and goes beyond the economic function of business organizations. All in all, the book can be a good resource for CSR courses. Nevertheless, the reading of the book may require the guidance of the lecturer or trainer, if students are to understand CSR as a field that goes beyond the business case.

Mr José Carlos García-Rosell

Faculty of Business and Tourism, University of Lapland

Jun 12 2011

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The course is still being developed and will not be taught in Fall 2011. The text is still being considered for when the class is offered.

Sarah Tanford

Hotel Mgmt Dept, University of Nevada - Las Vegas

Apr 22 2011

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For someone teaching both Strategic Management and CSR this book is invaluable. The Strategic Models are clearly identified and put into context within CSR - a valuable resource to any business student. Looking forward to reading it from cover to cover over the summer break!

Mrs Hilary Bishop

School of Business and Law, Liverpool John Moores UNiversity

Mar 30 2011

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From the review, I would like to highlight a number of issues. The focused perspective taken by the authors is refreshing and departs from the all encompassing perspective adapted by other authors on the subject. This approach ensures that the reader is guided along a singular path, but with appreciation and understanding for other perspectives not pursued in this text. The glossary of terms is a key selling point and its structuring reflects the flow of the material in the remainder of the book. Preface/Plan of the Book – I thought the authors missed an opportunity to specify the book’s intended audience and fundamentally at what level. I view this book as a second level introductory text to CSR, with students from a Business, Management and Marketing background, completing undergraduate studies. Ideally, it can be used a supplement to MSc business and management modules for students with little or no prior exposure to strategy. Unfortunately, it lacks the analytical rigor to be recommended for MBAs. In addition, allow me to highlight a few shortcomings in the book. Chapter 1 pg 8: Corporate Strategy and CSR Corporate strategy is not satisfactorily explained. What the authors managed to define and explain were business (competitive) level strategy. For a review visit (Hambrick, 1980, 1982; Morris, 1987; Porter, 1980, 1987). Fundamentally, corporate strategy encompasses, what industry the organisation should be in and how it should manage it various business units. While competitive strategy encompasses how to gain advantages in the various business units and how it competes with rival within its operating industry. Chapter 1 pg16: A rational argument for CSR I thought this could have been better subtitled to: “business case/argument for CSR” which in fact is what the “Iron law of social responsibility” the authors mentioned on page 17 are. Chapter 2 pg27: What is strategy? The definition and explanation is inadequate, regardless of the level of CSR being studied. Fundamentally, there are inaccuracies. Business survival is not dependent on profits. It is dependent on the profitability (Porter, 2008) which influence the organisation’s ability to augment its systems, process, and structure to be in congruence with its external influences, a concept known within strategy as FIT (Forte, Hoffman, Lamont, & Brockmann, 2000; Johnson & Scholes, 1999; Miles & Snow, 1978, 2003). Additionally, the author could have brought to the fore competing perspectives on strategy as that of Plot, Pattern, Plan and Position and could have used Mintzberg and Waters (1985) definition to guide the rest of their definition framework. Pg. 28 - Furthermore, a review of the literature on Mission statements would have alerted the authors that Strategy does not explain the firm’s mission. It is the firm’s mission (product/market definition (Ansoff, 1965)) which explains its strategy (Campbell, Devine, & Young, 1990). Strategy is fundamentally a component of an organisation mission, and regarded as the competitive component of a corporate mission. Additionally, I would consider reviewing the wording on this “At the corporate level, a firm’s strategy determines which businesses the firm will operate and whether it will enter into partnerships with other firms” – Partnership is only one aspect of corporate direction. A better use of strategy speak would have been “Parenting, manage or aggregate” its various business units (Campbell, Goold, & Alexander, 1995; Porter, 1987). Pg. 29 – Competing strategy perspectives The author made a slightly outlandish statement to readers of strategy. Strategy planning does not begin with a SWOT analysis, it begins by defining your business and this is achieve by clearly defining the Product/Market (Ansoff, 1965; Levitt, 1960) in which the business intent to compete. Following this, the planning process analyse the Macro or Industry environment, one can use Porter’s 5-forces to test for this. This would indicate industry’s attractiveness and profitability. Then the organisation will assess its internal environment through a SWOT analysis to see if it can enter the industry and compete profitable. In the authors’ explanation, defining your capabilities with no market to serve is a wasted exercise. In conclusion, the overall analysis on CSR is fairly accurate and poignant to this new business environment, despite much that can be improved on the strategic dimension of the book. The cases are well written and contemporary and can only count as a good thing for the book. Ansoff, I. 1965. Corporate Strategy. London: Penguin Group. Campbell, A., Devine, M., & Young, D. 1990. A Sense of Mission. London: Century Business Limited. Campbell, A., Goold, M., & Alexander, M. 1995. Corporate Strategy: The Quest for Parenting Advantage. Harvard Business Review, 73(2): 120-132. Forte, M., Hoffman, J. J., Lamont, B. T., & Brockmann, E. N. 2000. Organizational form and environment: An analysis of between-form and within-form responses to environmental change. Strategic Management Journal, 21(7): 753. Hambrick, D. C. 1980. Operationalizing the Concept of Business-Level Strategy in Research. Academy of Management Review, 5(4): 567-576. Hambrick, D. C. 1982. Environmental Scanning and Organizational Strategy. Strategic Management Journal, 3(2): 159. Johnson, G., & Scholes, K. 1999. Exploring Corporate Strategy - Text and Cases (5th ed.). London: Prentice Hall Europe. Levitt, T. 1960. MARKETING MYOPIA. Harvard Business Review, 38(4): 45-56. Miles, R. E., & Snow, C. C. 1978. Organizational Strategy, Structure, and Process: Stanford Business Books - Stanford University Press. Miles, R. E., & Snow, C. C. 2003. Organizational Strategy, Structure, and Process: Stanford Business Books - Stanford University Press. Mintzberg, H., & Waters, A. J. 1985. Of Strategies, Deliberate and Emergent. Strategic Management Journal (pre-1986), 6(3): 257. Morris, D. 1987. Corporate strategy, Vol. 65: 152-167: Harvard Business School Publication Corp. Porter, M. E. 1980. Competitive Strategy. New York: The Free Press. Porter, M. E. 1987. From competitive advantage to corporate strategy. Harvard Business Review, 65(3): 43-59. Porter, M. E. 2008. The Five Competitive Forces that Shape Strategy. Harvard Business Review(January - February): 12.

Mr Lloydon Alleyne

Leeds University Business School, Leeds University

Feb 24 2011

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This is a good book to be used in basic courses on CSR at undergrad level. Structure and case studies are ok, blog by David Chandler is interesting to follow. Less focus on the US should be considered for an international edition.

Dr Christian Kummel

School of Management, Mae Fah Luang University

Jan 21 2011

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although an interesting book clearly expressing concepts, theories and dilemmas within the CSR field, essentially, case studies, whilst of interest, do not relate directly to tourism.

Mrs Claire Bereziat

Moffat Centre, Glasgow Caledonian University

Nov 16 2010

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It is a good book and presents lot of information regarding the role of business in socity.

Hong Shi

Gloucestershire Business School, Gloucestershire University

Nov 15 2010

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An excellent apprasial of how CSR is changing the landscape of business environments. This text links a number of principles which inform these changes and how they play out in the globalised world of business.

Mr Gareth McCormick

Carnegie Faculty, Leeds Metropolitan University

Nov 09 2010

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I used the original version and was pleased with it. The new edition looks even better.

Mr ken zika

Finance Quantitative Meth Dept, Bradley University

Oct 04 2010

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Covers the subject matter very well, the discussion questions are helpful and the case studies are fantastic.

Dr Janis Prewitt Auner

Breech Sch Of Business Admin, Drury University

Sep 11 2010

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The materials are well thought out and meticulously organized. The authors created a progressive, logical flow to promote continuity.

Dr Vic Kopko

Breech Sch Of Business Admin, Drury University

Sep 08 2010

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