publication . Article . 2014

Towards a global governance framework

Subhabrata Bobby Banerjee;
Open Access English
  • Published: 25 Feb 2014
  • Publisher: Emerald Group Publishing Ltd.
  • Country: United Kingdom
Purpose: The purpose of this paper is to argue that there are structural and functional limits to corporate social responsibility (CSR) that determine the boundary conditions of corporate social initiatives. The current preoccupation with win-win situations in CSR may not serve societal interests. For CSR to produce social outcomes that are not necessarily constrained by corporate rationality there needs to be a change in the normative framework of public decision making at the institutional level. The author develops a global governance framework for CSR that provides more democratic forms of decision making in the political economy that will enable corporate s...
ACM Computing Classification System: ComputingMethodologies_SYMBOLICANDALGEBRAICMANIPULATION
free text keywords: HD, Business, Management and Accounting (miscellaneous), Business and International Management, Corporate governance, Corporate social responsibility, Social science, Economics, Stakeholder, Normative, Rationality, Corporate security, Democracy, media_common.quotation_subject, media_common, Public relations, business.industry, business, Global governance
Related Organizations

William Ford, Jr., 2004.

Windsor, D. (2006), “Corporate social responsibility: Three key approaches”, Journal of Management Studies, Vol. 43 No. 1, pp. 93-114.

Wolf, K.D. (2008), “Emerging patterns of global governance: The new interplay between the state, business and civil society:, in Scherer, A.G. and Palazzo, G. (Eds.), Handbook of Research on Global Corporate Citizenship, Sheffield, Edward Elgar.

Zald, M.N. (2002), “Spinning disciplines: Critical management studies in the context of the transformation of management education”, Organization, Vol. 9 No. 3, pp. 365-385.

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publication . Article . 2014

Towards a global governance framework

Subhabrata Bobby Banerjee;