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JOURNAL OF LEADERSHIP, ACCOUNTABILITY AND ETHICS
Corporate Social Responsibility: Strategic and Managerial Implications
Author(s): Michele V. Gee, Sue M. Norton
Citation: Michele V. Gee, Sue M. Norton, (2013) "Corporate Social Responsibility: Strategic and Managerial Implications," Journal of Leadership, Accountability and Ethics, Vol. 10, Iss. 3, pp. 37 - 43
Article Type: Research paper
Publisher: North American Business Press
Abstract:
What does corporate social responsibility (CSR) actually mean to mid-level organizational business
managers? This question concerning CSR is explored by analyzing data obtained from interviews with
102 managers with offices located primarily in Northern Chicago suburbs and Southeast Wisconsin.
Strategic considerations regarding CSR, and varying theoretical frameworks are discussed. Eight major
categories of CSR emerged from analysis of the managers’ responses concerning their individual
definitions. Many different conceptualizations exist. Companies need to be as concerned with
communicating and promoting a shared understanding of corporate social responsibility internally
among organizational managers similar to approaches used in communicating with external
stakeholders.
