Achieving Fit for Corporate Social Responsibility

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Achieving Fit for Corporate Social Responsibility Evaluating the measure of corporate social responsibility (CSR) is as much an attempt to ascertain ethical conduct of interactions with stakeholders, as it is a management tool of to limit liability. A research summary of Corporate Responsibility Best Practices, notes that 72% of NYSE Euronext traded firms surveyed have a formal corporate responsibility programs in place (Corporate Responsibility Officer Association, 2011, p. 6). Just 20% of the surveyed firms did not view corporate responsibility as a priority, while many firms believed that ethical corporate responsibility was ingrained throughout their culture and functions. Realizing added value from CSR is best achieved by fitting actions with motivations to concern both internal and external stakeholders. Ronald Hill and Karen Becker-Olsen find that CSR projects deliver benefits to firms if there is a similarity between the corporate mission and the social initiative, perceived motivations aimed at the good, and proactive timing (Hill & Becker-Olsen, 2005). Poor fitting CSR initiatives are those the public perceives as implying that the firm bears fault and is reactive. Press releases by British Petroleum regarding their "commitment to the Gulf" demonstrate both a reactive and poorly fitted motivation initiative that is unlikely to merit praise from the community harmed (BP p.l.c., 2012). Additionally, measuring the success of a CSR initiative that is reactive

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