By and large, corporations of the 21st century have come to realise that their obligations to societies in terms of corporate social responsibility are fourfold: economic, ethical, altruistic and strategic. Meeting these four responsibilities is crucial to their survival in their various markets and industries; it also requires them to rewrite their previously less socially responsible business models in order to do so. All indications continue to suggest that it is those organisations that are perceived to be socially responsible by stakeholders in modern markets that survive and prosper. Corporations have equally realised that by being innovative in all things – including their CSR activities and initiatives – they will add value to the so-called bottom line, to the positive contributions they make to society and to how they are perceived by their key stakeholders.

However, many criticisms have been made of CSR in its current form, often related to the lack of value that it generates within the enterprise and the fact that it offers only a partial and short-term response to the full challenges of sustainable development. The time has come to shift the CSR focus away from risk management towards a more progressive and entrepreneurial approach that seeks to create value and identify sustainable opportunities for strategic innovation.

This book aims to explore, inspire and support creative, innovative and strategic CSR. "Innovation" in this book means new products, services and technologies and, in addition, new organisational and institutional systems, structures and new business models that empower the organisation to advance strategically in an ever more competitive business world.

Both research and practice show that CSR has mainly been approached in terms of value protection and risk management, where the main objective has been to protect companies' existing assets or avoid scandals. Therefore, in many cases where CSR remains at the forefront of business activity, it does not lead to fundamental changes and is not yet integrated as a strategic component where it could create value, generate new ideas and open new opportunities.

How do corporate entities shift their attention from risk management to value creation? This is the key question that this book attempts to answer, both theoretically and empirically as well as through real case studies and experiences.

With contributions from a crème de la crème of scholars from 12 countries, Innovative CSR gathers together a cornucopia of innovative practices that will be essential reading for academics and practitioners alike.

part I|142 pages

CSR and competitive advantage

part II|129 pages

CSR and value creation

chapter 7|19 pages

CSR as a strategic activity

Value creation, redistribution and integration

chapter 9|24 pages

Strategic corporate social responsibility

A brand-building tool

chapter 10|21 pages

Corporate social responsibility

Risk managing for value creation in the housing sector in the UK

chapter 11|23 pages

Healthcare provision of a multinational company operating in emerging markets

Ethical motivations, benefits of healthcare investment and the impact on socially responsible investors

chapter 12|18 pages

A rose by any other name?

The Case of HIV/AIDS interventions among South African SMEs

part III|141 pages

CSR and innovation

chapter 13|21 pages

Innovation in corporate social responsibility: how innovative is it?

An exploratory study of 129 global innovative CSR solutions 1

chapter 15|21 pages

Barriers to innovative CSR

The impacts of organisational learning, organisational structure and the social embeddedness of the firm

chapter 16|22 pages

How consultants contribute to CSR innovation

Combining competences and modifying standards

chapter 17|24 pages

Strategic CSR in the Japanese context

From business risk to market creation

chapter 18|21 pages

CSR, the mining industry and indigenous peoples in Australia and Canada

From cost and risk minimisation to value creation and sustainable development