This study ranks publicly listed corporations based on social and environmental (i.e. sustainable) achievements in relation to financial results, by using a data envelopment analysis (DEA) approach with financial performance indicators (return on assets, return on equity and yearly stock return) as inputs and sustainability scores as outputs. The sustainability scores cover a wide range of sustainable practices and were provided by a specialized screening company. Our calculated DEA indices provide a measure of the commitment of firms towards sustainable practices. The main findings are that many companies are positioned well below best practice in their respective industries. Industry sectors that are less scrutinized by the public (e.g. banking) are found to be less competitive in terms of sustainable practices.

The companies’ increased power also implies increased responsibility and new demands from the society and its inhabitants, and this responsibility of the corporations can be termed Corporate Social Responsibility, CSR. The core of the thesis concerns how a MNC can gain a competitive advantage through undertaking CSR in South East Asia. To operate in a prosperous way a company must gain recognition and acceptance, or in terms of the institutional network approach; legitimacy, from all its key stakeholders and the society in general, which is conducted through finding a harmony between the internal and external environments. The thesis consequently investigates the institutional settings of the internal and external environments of SKF Nilai in Malaysia, which functions as a case company, and the so-called matching strategies the company has used in order to harmonise the institutional settings. This paper further explores the implications and the actual benefits that evolve during the process of CSR, both at subsidiary and Group level.

In conclusion, certain requirements, both internally and externally, constitute the base on which the mother company and the subsidiaries rest. This foundation is necessary in order to develop the correct strategies for establishing and sustaining a competitive advantage through CSR, and includes supportive culture, competent management and supportive organisational structure.

Based upon an empirical study of CSR policy and practices across a number of multinational companies, we explore some of the underlying reasons why CSR reporting seems to have a low impact on business decision making and, through a validated framework linking CSR to business and social outcomes, we make recommendations for change.

Purpose – The purpose of this paper is to propose a set of screens which would filter in the corporate social responsibility (CSR) programs that make business sense for a firm and screen out those that do not. This process based set of screens filter CSR initiatives based on certain inclusion and exclusion parameters. This paper further presents an integrated conceptualization of a strategic CSR framework. The CSR programs that pass through the set of screens are evaluated based on its strategic characteristics and the business gains from it.

Design/methodology/approach – This paper is conceptual in nature. The approach adopted in this paper is first to set the study context by presenting the extant literature on CSR and strategic management. Further based upon the perspectives from extant literature, the author incrementally builds an integrated framework on strategic CSR by using and providing logical arguments.

Findings – This conceptual paper presents new and richer theoretical perspectives on strategic CSR and thus extending the known theoretical knowledge boundaries on CSR. Further, insights could be gathered if the strategic CSR theoretical framework developed in this paper is studied empirically.

Practical implications – The perspectives on strategic CSR developed in this paper would help managers to design strategic CSR programs based on its focus and direction, proactiveness, activity nature, characteristics, and benefits.

Originality/value – In the past some scholars had attempted to develop framework on designing strategic CSR. In this paper, the author attempts to provide a more holistic and yet comprehensive theoretical perspective on strategic CSR initiatives. CSR managers can use this framework to design
their CSR initiatives and manage their firm’s CSR initiatives in a more effective and efficient manner.

This article explores the nature of corporate social responsibility (CSR) and corporate reputation using qualitative research approach. Specifically, the relationship between CSR and corporate reputation is examined from the viewpoint of value theory. This paper brings up for discussion the various value priorities lying in the background of CSR actions. The aim is to form categories of value priorities around CSR and reputation, based on qualitative research approach. The main concepts in this paper – CSR, reputation and value – are also defined. This paper further discusses the theory of value structure and content, which identifies certain principal values among different cultures. The data consist of eight
interviews with employees of a newspaper company. The results suggest that value priorities play an influential role in CSR actions, influencing to the essence of certain reputation stories in the corporate context.