The concept of ‘social responsibility’ does indeed have a long history in the world of business. 1 Its precedents date back to the 1920s, with the idea that companies administer social resources, and was bolstered in the 1950s with the rapid increase in the size and power of American companies; from the 1970s social responsiveness began to be considered as something that needed to be included in strategic planning processes, even as an important tool for social progress in a pluralist society (García-Marzá, 1994: 123–44; 2004; Lozano, 1999).