Think socially but act publicly: Refocusing CSR as corporate public responsibility

Kim, S; Kim, JN; Tam, L

Think socially but act publicly: Refocusing CSR as corporate public responsibility

Kim, S

Kim, JN Tam, L

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Publication Type:: Journal Article
Citation:: Journal of Public Affairs, 2016, 16 (1), pp. 91 - 104
Issue Date:: 2016-02-01

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Field	Value	Language
dc.contributor.author	Kim, S https://orcid.org/0000-0001-8968-0249	en_US
dc.contributor.author	Kim, JN	en_US
dc.contributor.author	Tam, L	en_US
dc.date.issued	2016-02-01	en_US
dc.identifier.citation	Journal of Public Affairs, 2016, 16 (1), pp. 91 - 104	en_US
dc.identifier.issn	1472-3891	en_US
dc.identifier.uri	http://hdl.handle.net/10453/122309
dc.description.abstract	© 2016 John Wiley & Sons, Ltd. Current literature has identified many different definitions for the concept of corporate social responsibility (CSR). As a result, many organizations fail to implement and measure CSR strategically. This study reviews the different theories and concepts within CSR and suggests that the current scope of CSR activities is too large that organizations are unable to find a tangible link between CSR and their bottom line. Using two case examples, this study proposes refocusing the concept of CSR as corporate public responsibility (CPR) based on which organizations utilize the concept of publics to prioritize the groups to which they must fulfill their responsibilities before attending to society as a whole. Because organizations are constrained by limited resources, the concept of CPR allows them to invest their resources more strategically. The concept also addresses the limitations of existing theories. The practical implications of this concept will be discussed in detail.	en_US
dc.relation.ispartof	Journal of Public Affairs	en_US
dc.relation.isbasedon	10.1002/pa.1560	en_US
dc.title	Think socially but act publicly: Refocusing CSR as corporate public responsibility	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	16	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Arts and Social Sciences
pubs.organisational-group	/University of Technology Sydney/Faculty of Arts and Social Sciences/Public Communication Program
utslib.copyright.status	open_access
pubs.issue	1	en_US
pubs.publication-status	Published	en_US
pubs.volume	16	en_US

Abstract:

© 2016 John Wiley & Sons, Ltd. Current literature has identified many different definitions for the concept of corporate social responsibility (CSR). As a result, many organizations fail to implement and measure CSR strategically. This study reviews the different theories and concepts within CSR and suggests that the current scope of CSR activities is too large that organizations are unable to find a tangible link between CSR and their bottom line. Using two case examples, this study proposes refocusing the concept of CSR as corporate public responsibility (CPR) based on which organizations utilize the concept of publics to prioritize the groups to which they must fulfill their responsibilities before attending to society as a whole. Because organizations are constrained by limited resources, the concept of CPR allows them to invest their resources more strategically. The concept also addresses the limitations of existing theories. The practical implications of this concept will be discussed in detail.

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http://hdl.handle.net/10453/122309