Chandler, Strategic Corporate Social Responsibility, 5e
SAGE Publishing, 2020
Lecture Notes
Part V: A Strategic Perspective
Chapter 10: Strategic CSR
Strategic Corporate Social Responsibility (5e) is organized into six distinct parts, each with
two chapters and a case study. Each part presents CSR from a different perspective.
Together, they draw on core concepts and innovative models to provide a comprehensive
overview of CSR, as well as detailing the practical challenges faced by firms that grapple
with this complex topic across all aspects of operations. Throughout the book and its
accompanying instructor materials, useful teaching tools, contemporary examples, online
resources, and provocative questions for discussion and debate allow easy application in the
classroom.
Part V is central to a comprehensive understanding of strategic CSR. Although the ideas
discussed in this book are relevant across functional areas in the business school, they find a
natural home in strategic management. Those firms able to incorporate CSR into strategic
planning and day-to-day operations will be best placed to build a competitive advantage that
is sustainable over the medium to long term.
Chapter Summary
Chapter 10 defines and explores the concept of strategic CSR, detailing its foundational
characteristics—an incorporation of a holistic CSR perspective within the firm’s strategic
planning and core operations so that the business is managed in the interests of a broad set of
stakeholders to optimize value over the medium to long term.
Annotated Chapter Outline
1. Introduction
This section briefly frames the chapter by discussing the strategic value to firms of
incorporating a CSR perspective. In doing so, it introduces the core concept of this
book, which is predicated on understanding how the firm interacts with, and in the
process creates value for, its broad range of stakeholders.
2. Defining Strategic CSR
This section defines the central idea of the book—strategic CSR. In constructing a
working definition of strategic CSR, five components are essential: (1) Firms
3. Strategic CSR Is Not an Option
This section expands on the definition of strategic CSR by emphasizing that it is all
4. Strategic CSR Is Business
This section concludes this crucial chapter in the book by emphasizing that strategic
Strategic CSR Debate
Motion: Corporate philanthropy is a waste of money.
A strategic CSR perspective, in general, supports arguments in favor of this
motion. The focus of firms should be on activities that reside within their area of
expertise (in other words, their business activities). This is how they create the
most value for the broadest section of society. Where there is an exception to this
rule is where the philanthropy in question (which might be a donation to a specific
NGO or nonprofit or employee volunteer programs that increase morale, loyalty,
and productivity via the acquisition of new skills) creates value for a key
stakeholder. If this is true, then the philanthropy also benefits the firm directly. In
these cases, the firm should engage in the philanthropic activity. Whenever it does
so, however, management must be able to justify the decision in terms of
furthering the organization’s interests via the creation of value for a key
stakeholder group (whether employees, or customers, or directors, etc.).
Suggested Answers to Questions for Discussion and Review
1. Define strategic CSR in your own words. What are the signs you would look for
to indicate that a firm has implemented a strategic CSR perspective?
Chandler, Strategic Corporate Social Responsibility, 5e
SAGE Publishing, 2020
It will be interesting to see how closely each student’s personal definition of strategic
2. What are the five key components of the definition of strategic CSR? Which of
these do you think will generate the greatest resistance or difficulty for
managers?
The five key components of strategic CSR are as follows: (1) Firms incorporate a
CSR perspective within their culture and strategic planning process; (2) any actions
3. Are shareholders investors or are they speculators? Are they both? Does your
answer to this question affect how you think about the stock market?
A strategic CSR perspective favors the conclusion that shareholders today are closer
to speculators than investors. In answering this question, however, it is important not
4. Why is strategic CSR not a choice for companies?
Strategic CSR is a philosophy of management that infuses the firm. It is not a
peripheral activity; it is embedded in all aspects of operations and is, therefore,
5. Are there any firms that you can think of that are currently practicing strategic
CSR as defined in this chapter? If so, what is it that they are doing differently?
If not, which firm is closest, and what does it need to do to fully implement
strategic CSR?
While no “perfect” firm exists, there are definitely examples of firms that are doing a
better job of implementing strategic CSR than others. These examples appear