Table of Contents

Section I: Introduction
1: Andrew Crane, Abagail McWilliams, Dirk Matten, Jeremy Moon, and Donald Siegel: The CSR Agenda
Section II: Perspectives on CSR
2: Archie B. Carroll: A History of Corporate Social Responsibility: Concepts and Practices
3: Domènec Melé: Corporate Social Responsibility Theories
4: Elizabeth C. Kurucz, Barry A. Colbert, and David Wheeler: The Business Case for CSR
5: Marc Orlitzky: Corporate Social Performance and Financial Performance: A Research Synthesis
Section III: Critiques of CSR
6: José Salazar and Bryan W. Husted: Principals and Agents: Further Thoughts on the Friedmanite Critique of CSR
7: Gerard Hanlon: Re-Thinking Corporate Social Responsibility and the Role of the Firm: On the Denial of Politics
8: Timothy Kuhnand and Stanley Deetz: Critical Theory and CSR: Can/Should We Get Beyond Cynical Reasoning?
9: J. (Hans) van Oosterhout and Pursey P. M. A. R. Heugens: Much Ado About Nothing: A Conceptual Critique of CSR
Section IV: Actors and Drivers
10: Diane Swanson: Top Managers as Drivers for CSR
11: Lloyd Kurtz: Socially Responsible Investment and Shareholder Activism
12: N. Craig Smith: Consumers as Drivers of Corporate Social Responsibility
13: Jeremy Moon and David Vogel: CSR, Government, and Civil Society
Section V: Managing CSR
14: Ann K. Buchholtz, Jill A. Brown, and Kareem M. Shabana: Corporate Governance and CSR
15: Thomas W. Dunfee: Stakeholder Theory: Managing CSR in a Multiple Actor Context
16: Andrew Millington: Responsibility in the Supply Chain
17: David Owen and Brendan O'Dwyer: CSR: The Reporting and Assurance Dimension
Section VI: CSR in Global Context
18: Andreas Georg Scherer and Guido Palazzo: Globalization and Corporate Social Responsibility
19: David L. Levy and Rami Kaplan: CSR and Theories of Global Governance: Strategic Contestation in Global Issue Arenas
20: Cynthia A. Williams and Ruth V. Aguilera: Corporate Social Responsibility in a Comparative Perspective
21: Wayne Visser: CSR in Developing Countries
Section VII: Future Perspectives and Conclusions
22: Duane Windsor: Educating for Responsible Management
23: William C. Frederick: Corporate Social Responsibility:Deep Roots, Flourishing Growth, Promising Future
24: Alison Mackey, Tyson B. Mackey, and Jay B. Barney: Senior Management Preferences and Corporate Social Responsibility
25: Thomas Donaldson: The Transatlantic Paradox: How Outdated Concepts Confuse the American/European Debate about Corporate Governance
26: Peter Pruzan: Spirituality as a firm basis for CSR
27: Ulrich Steger: Future Perspectives of CSR: Where are we coming from? Where are we heading?
28: Andrew Crane, Abagail McWilliams, Dirk Matten, Jeremy Moon, and Donald Siegel: Conclusion

About the Author

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 Technology Transfer, an associate editor of the Journal of
Business Venturing and the Journal of Productivity Analysis, and serves on the editorial boards of the Journal of Management Studies, Academy of Management Perspectives, Academy of Management Learning & Education, and Strategic Entrepreneurship Journal.

Reviews

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