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Books on the topic 'Corporate social responsibility, competitive advantage'

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Author: Grafiati
Published: 9 March 2023
Last updated: 11 March 2023

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1

Husted, Bryan. Corporate social strategy: Stakeholder engagement and competitive advantage. Cambridge, UK: Cambridge University Press, 2011.

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2

Sanjay, Sharma, and Aragón Correa Juan Alberto, eds. Corporate environmental strategy and competitive advantage. Cheltenham, UK: Edward Elgar, 2005.

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3

1951-, Allen David Bruce, ed. Corporate social strategy: Stakeholder engagement and competitive advantage. Cambridge: Cambridge University Press, 2010.

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4

Epstein, Marc J. Counting what counts: Turning corporate accountability to competitive advantage. Reading, Mass: Perseus Books, 1999.

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5

Farquhar, Carolyn R. The privacy challenge: From compliance to competitive advantage. Ottawa, ON: Conference Board of Canada, 2004.

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6

author, Zhexembayeva Nadya, ed. Embedded sustainability: The next big competitive advantage. Stanford, California: Stanford Business Books, 2011.

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7

Y, Cross Elsie, and White Margaret Blackburn, eds. The diversity factor: Capturing the competitive advantage of a changing workforce. Chicago: Irwin Professional Pub., 1996.

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8

Cause for success: 10 companies that put profits second and came in first : how solving the world's problems improves corporate health, growth, and competitive edge. Novato, Calif: New World Library, 2004.

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9

Brennan, Frank A. Green and competitive: A review of strategic environmental issues which promote global sustainable development by focusing on resource productivity through innovation while gaining competitive advantage : also, the road to achieving the Blue Angel Award for an environmentally sensitive industry. Dublin: University College Dublin, 1997.

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10

Altenburger, Reinhard. Innovation Management and Corporate Social Responsibility: Social Responsibility as Competitive Advantage. Springer, 2018.

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11

Altenburger, Reinhard. Innovation Management and Corporate Social Responsibility: Social Responsibility as Competitive Advantage. Springer, 2018.

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12

Strategic alliances: Gaining a competitive advantage. New York, NY: Conference Board, 1996.

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13

Dowling, Grahame R. Winning the Reputation Game: Creating Stakeholder Value and Competitive Advantage. MIT Press, 2016.

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14

Dowling, Grahame R. Winning the Reputation Game: Creating Stakeholder Value and Competitive Advantage. MIT Press, 2016.

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15

Counting What Counts: Turning Corporate Accountability to Competitive Advantage. Basic Books, 2000.

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16

Husted, Bryan W., and David Bruce Allen. Corporate Social Strategy: Stakeholder Engagement and Competitive Advantage. Cambridge University Press, 2010.

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17

Husted, Bryan W., and David Bruce Allen. Corporate Social Strategy: Stakeholder Engagement and Competitive Advantage. Cambridge University Press, 2010.

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18

Husted, Bryan W., and David Bruce Allen. Corporate Social Strategy: Stakeholder Engagement and Competitive Advantage. Cambridge University Press, 2012.

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19

Husted, Bryan W., and David Bruce Allen. Corporate Social Strategy: Stakeholder Engagement and Competitive Advantage. Cambridge University Press, 2010.

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20

Newman, Carol, John Rand, Finn Tarp, and Neda Trifković. Corporate social responsibility in a competitive business environment. UNU-WIDER, 2016. http://dx.doi.org/10.35188/unu-wider/2016/050-8.

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21

Managing with Conscience for Competitive Advantage. ASQ Quality Press, 2004.

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22

Lawton, Thomas C., Tazeeb Rajwani, and Jonathan P. Doh. Aligning for Advantage: Competitive Strategies for the Political and Social Arenas. Oxford University Press, 2014.

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23

Lawton, Thomas C., Tazeeb Rajwani, and Jonathan P. Doh. Aligning for Advantage: Competitive Strategies for the Political and Social Arenas. Oxford University Press, 2014.

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24

Lawton, Thomas C., Tazeeb Rajwani, and Jonathan P. Doh. Aligning for Advantage: Competitive Strategies for the Political and Social Arenas. Oxford University Press, 2014.

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25

Avlonas, Nikos, and George P. Nassos. Practical Sustainability Strategies: How to Gain a Competitive Advantage. Wiley & Sons, Incorporated, John, 2013.

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26

Urip, Sri. CSR Strategies: Corporate Social Responsibility for a Competitive Edge in Emerging Markets. Wiley & Sons, Incorporated, John, 2010.

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27

Urip, Sri. CSR Strategies: Corporate Social Responsibility for a Competitive Edge in Emerging Markets. Wiley & Sons, Incorporated, John, 2010.

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28

Urip, Sri. CSR Strategies: Corporate Social Responsibility for a Competitive Edge in Emerging Markets. Wiley & Sons, Limited, John, 2015.

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29

Urip, Sri. CSR Strategies: Corporate Social Responsibility for a Competitive Edge in Emerging Markets. Wiley & Sons, Incorporated, John, 2010.

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30

Avlonas, Nikos, and George P. Nassos. Practical Sustainability Strategies: How to Gain a Competitive Advantage. Wiley & Sons, Limited, John, 2020.

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31

Embedded Sustainability: The Next Big Competitive Advantage. Taylor & Francis Group, 2011.

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32

Biscuitville The Secret Recipe For Building A Sustainable Competitive Advantage. Easton Studio Press, 2009.

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33

Practical Sustainability Strategies: How to Gain a Competitive Advantage. Wiley & Sons, Limited, John, 2013.

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34

Practical Sustainability Strategies: How to Gain a Competitive Advantage. Wiley & Sons, Incorporated, John, 2020.

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35

Avlonas, Nikos, and George P. Nassos. Practical Sustainability Strategies: How to Gain a Competitive Advantage. Wiley & Sons, Limited, John, 2020.

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36

Avlonas, Nikos, and George P. Nassos. Practical Sustainability Strategies: How to Gain a Competitive Advantage. Wiley & Sons, Incorporated, John, 2013.

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37

Avlonas, Nikos, and George P. Nassos. Practical Sustainability Strategies: How to Gain a Competitive Advantage. Wiley & Sons, Incorporated, John, 2020.

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38

Avlonas, Nikos, and George P. Nassos. Practical Sustainability Strategies: How to Gain a Competitive Advantage. Wiley & Sons, Incorporated, John, 2013.

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39

Avlonas, Nikos, and George P. Nassos. Practical Sustainability Strategies: How to Gain a Competitive Advantage. Wiley & Sons, Incorporated, John, 2013.

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40

Avlonas, Nikos, and George P. Nassos. Practical Sustainability Strategies: How to Gain a Competitive Advantage. Wiley & Sons, Incorporated, John, 2013.

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41

Cross, Elsie Y., and Margaret Blackburn White. The Diversity Factor: Capturing the Competitive Advantage of a Changing Workforce. McGraw-Hill, 1996.

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42

Silva, Sergio Mendonça da, Sílvio Parodi Oliveira Camilo, Cristina Keiko Yamaguchi, and Miguelangelo Gianezini. Indutores de políticas, programas e práticas socioambientais: análise das distribuidoras de energia elétrica do sul do Brasil. Brazil Publishing, 2021. http://dx.doi.org/10.31012/978-65-5861-420-3.

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Abstract:
This study investigates determinants of socio-environmental practices, (mandatory and voluntary), as evidenced in southern Brazil’s electric energy distribution companies. It seeks to understand this phenomenon with interdisciplinary protection through theoretical constructs of Social Responsibility, Environmental Management, Evidence, Legitimacy, Reputation, and Institutional. This integration contributes to understanding the reasons why companies undertake and evidence their socio- -environmental practices to external audiences. The literature suggests that socio-environmental practices are explained by various reasons, such as: enforced by legal impositions and/or voluntariness, to strengthen legitimacy, maintain and develop a reputation, and by isomorphism of the competitive operating environment. Given the above, the objective of this work is to investigate factors that determine the disclosure of socio-environmental practices in electricity distribution companies in the south of Brazil. In the methodological aspects, a qualitative approach was used, with descriptive and exploratory objectives. As a research strategy, a multichannel study was applied through two electricity distribution companies in the south of the country, CELESC Distribuição S.A. (Centrais Elétricas de Santa Catarina) and COPEL Distribuição S.A. (Companhia Paranaense de Energia). Data collection took place in two stages, the first one with a search on documentary, physical and virtual basis, and the second stage using a semi-structured interview with professionals from the Social and Environmental Responsibility area of each of the companies surveyed. The information collected was related to the period of 2014, 2015, and 2016. The results showed that the Annual Reports, service stations, and participation in external events constitute the primary means and channels of evidence of socio-environmental practices. There was a greater tendency to develop social practices. However, there are programs focused on climate change, conscious consumption and electricity saving, social inclusion, recovery of citizenship, and people’s quality of life. The COPEL company presented a tendency to evidence voluntary practices with more intensity, also showing consistency and maintenance of the programs during the studied period. Regarding corporate and sustainability policies, it was noted that companies adopt very similar strategies. It is concluded that the age, size, and corporate reputation of companies are the main determinants of socio-environmental practices, highlighting the presence of mimetic isomorphism characterized by the use of the same types of means and channels of evidence and by the symmetry of practices and policies developed by companies CELESC and COPEL.
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