ABSTRACT
Although the call from academics and consultants to integrate CSR with corporate strategy has been established, there is concern that many firms seem to lack direction on how to address CSR in an innovative way and, importantly, strategically. By way of example, while CEOs acknowledge that addressing stakeholder expectations for CSR is an important consideration for competitive success, they appear to be struggling with just how to link CSR with corporate strategy (Hirschland 2005; McKinsey & Company 2006; PricewaterhouseCoopers 2007; IBM 2008). Recent reports reveal that a majority of organisations have no defined strategy for CSR, while many companies are unclear about how to adequately anticipate which social issues will affect their overall strategy (Work Foundation 2002; McKinsey & Company 2006; IBM 2008).
