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Designing and Implementing Corporate Social Responsibility: An Integrative Framework Grounded in Theory and Practice

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Abstract

This article introduces an integrative framework of corporate social responsibility (CSR) design and implementation. A review of CSR literature – in particular with regard to design and implementation models – provides the background to develop a multiple case study. The resulting integrative framework, based on this multiple case study and Lewin’s change model, highlights four stages that span nine steps of the CSR design and implementation process. Finally, the study identifies critical success factors for the CSR process.

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Authors and Affiliations

  1. Department of Marketing, Louvain School of Management, Université Catholique de Louvain, Place des Doyens 1, 1348, Louvain-la-Neuve, Belgium

    François Maon & Valérie Swaen

  2. Department of Marketing and Business Strategy, Hull University Business School, Cottingham Road, Hull, HU6 7RX, U.K.

    Adam Lindgreen

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  1. François Maon
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  2. Adam Lindgreen
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  3. Valérie Swaen
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Correspondence to Adam Lindgreen.

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All the authors contributed equally to the article.

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Maon, F., Lindgreen, A. & Swaen, V. Designing and Implementing Corporate Social Responsibility: An Integrative Framework Grounded in Theory and Practice. J Bus Ethics 87 (Suppl 1), 71–89 (2009). https://doi.org/10.1007/s10551-008-9804-2

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