The CSR Newsletters are a freely-available resource generated as a dynamic complement to the textbook, Strategic Corporate Social Responsibility: Sustainable Value Creation.

To sign-up to receive the CSR Newsletters regularly during the fall and spring academic semesters, e-mail author David Chandler at david.chandler@ucdenver.edu


Wednesday, May 15, 2013

Strategic CSR - Third edition!

 
This will be the last CSR Newsletter of the Spring semester.
Have a great summer and I will see you in August!
 
 
The third edition of Strategic CSR is due to be published in time for the Fall semester. This edition is a complete re-write of the book, with updated tools and frameworks in Part I, and new or re-written Issues and Cases in Part II:
 
'Strategic Corporate Social Responsibility: Stakeholders, Globalization, and Sustainable Value Creation' ('Strategic CSR') is a comprehensive CSR and strategy text. As such, it supports courses taught either as standalone electives or as core components of the business school curriculum across all discipline areas. Integral to the book’s unique format is its mix of theory and practical application divided into two parts. After five chapters that provide an overview of the field, core concepts, and practical challenges, the second half of the book illustrates the extensive and dynamic nature of CSR via 21 detailed issues and case-studies. The cases capture contentious debates across the spectrum of CSR topics that culminate with a series of questions designed to stimulate further investigation and debate.
 
The third edition of 'Strategic CSR' constitutes a comprehensive re-write of the text. While the structure remains the same, the manuscript has been significantly re-written to reflect the rapidly changing nature of the CSR debate. New ideas that have been introduced to Part I of the book (Chapters 1-5) include: ‘An Ethical Argument for CSR,’ a stakeholder prioritization model, a more in-depth discussion of 'Whose Responsibility is CSR?', an expansion of the concept of the CSR Filter, and a new section on Values-based Businesses.  Similarly, all the Issues and Case-studies in Part II of the book (Chapters 6-8) have been updated, with new Cases that include: Citizens United, John Lewis Partnership, and Social Impact Bonds (Chapter 6); Foreign Corrupt Practices Act, Unilever, and Foxconn (Chapter 7); and Lifecycle Pricing, Nudge (behavioral economics), and Benefit Corporations (Chapter 8).
 
The range of issues and cases presented in 'Strategic CSR' reflect the scale and scope of CSR for firms today—a level of importance that will increase as societal expectations regarding business ethics, environmental sustainability, and social responsibility continue to grow and evolve. CSR is not an option—it is an inevitable and central component of business in the twenty-first century!
 
Here is a working draft of the cover—What do you think? We tried to do something a little different for this edition. The concentric squares design is intended to echo the concentric circles of the stakeholder model:
 
 
Please let me know if you have any questions.
 
Have a great summer!
David