Oxford Handbooks in Business and Management / The Oxford Handbook of Corporate Social Responsibility

SECTION I: INTRODUCTION ; 1. The CSR Agenda ; SECTION II: PERSPECTIVES ON CSR ; 2. A History of Corporate Social Responsibility: Concepts and Practices ; 3. Corporate Social Responsibility Theories ; 4. The Business Case for CSR ; 5. Corporate Social Performance and Financial Performance: A Research Synthesis ; SECTION III: CRITIQUES OF CSR ; 6. Principals and Agents: Further Thoughts on the Friedmanite Critique of CSR ; 7. Re-Thinking Corporate Social Responsibility and the Role of the Firm: On the Denial of Politics ; 8. Critical Theory and CSR: Can/Should We Get Beyond Cynical Reasoning? ; 9. Much Ado About Nothing: A Conceptual Critique of CSR ; SECTION IV: ACTORS AND DRIVERS ; 10. Top Managers as Drivers for CSR ; 11. Socially Responsible Investment and Shareholder Activism ; 12. Consumers as Drivers of Corporate Social Responsibility ; 13. CSR, Government, and Civil Society ; SECTION V: MANAGING CSR ; 14. Corporate Governance and CSR ; 15. Stakeholder Theory: Managing CSR in a Multiple Actor Context ; 16. Responsibility in the Supply Chain ; 17. CSR: The Reporting and Assurance Dimension ; SECTION VI: CSR IN GLOBAL CONTEXT ; 18. Globalization and Corporate Social Responsibility ; 19. CSR and Theories of Global Governance: Strategic Contestation in Global Issue Arenas ; 20. Corporate Social Responsibility in a Comparative Perspective ; 21. CSR in Developing Countries ; SECTION VII: FUTURE PERSPECTIVES AND CONCLUSIONS ; 22. Educating for Responsible Management ; 23. Corporate Social Responsibility:Deep Roots, Flourishing Growth, Promising Future ; 24. Senior Management Preferences and Corporate Social Responsibility ; 25. The Transatlantic Paradox: How Outdated Concepts Confuse the American/European Debate about Corporate Governance ; 26. Spirituality as a firm basis for CSR ; 27. Future Perspectives of CSR: Where are we coming from? Where are we heading? ; 28. Conclusion

Andrew Crane is the George R. Gardiner Professor of Business Ethics in the Schulich School of Business at York University. He has a PhD in Management from the University of Nottingham, and was previously Chair in Business Ethics and Director of the UK's first MBA in CSR in the International Centre for Corporate Social Responsibility at Nottingham University Business School. Abagail McWilliams, PhD - Ohio State University, is a Professor in the College of Business, University of Illinois - Chicago and since 2002 has been a Visiting Professor in the International Centre for Corporate Social Responsibility - University of Nottingham. Her research on CSR has appeared in Academy of Management Journal, Academy of Management Review, Strategic Management Journal, and Journal of Management Studies. Dirk Matten holds the Hewlett-Packard Chair in Corporate Social Responsibility at the Schulich School of Business, York University, Toronto. He holds a doctoral degree and the habilitation from Heinrich-Heine-University Düsseldorf, Germany. He is interested in CSR, business ethics and comparative management. He has published widely, including in Academy of Management Review, Journal of Management Studies, Organization Studies, and Business Ethics Quarterly. Jeremy Moon is Professor and Director of the International Centre for Corporate Social Responsibility at Nottingham University Business School. Recent publications include Corporations and Citizenship (Cambridge University Press) and papers in Academy of Management Review and British Journal of Management. He is a Fellow of the Royal Society for the Arts. Donald S. Siegel is Dean of the Business School at the University at Albany, SUNY. Recent publications include Innovation, Entrepreneurship, and Technological Change (Oxford University Press) and articles on CSR in Academy of Management Review, Journal of Management Studies, Journal of Economics and Management Strategy, and Leadership Quarterly. He is editor of the Journal of

'Probably the most impressive collection of (28) papers on the subject. Invaluable course material for any student of the subject, whether academic or practitioner.' |s Long Range Planning

Comprehensive and detailed..."Would you recommend it?" Yes. It is a high-level critical analysis suited to a master's level course. Isabelle Szmigin, THES