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The benefit of CSRCorporate Social Responsibility

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The benefit of CSRCorporate Social Responsibility
The benefit of CSR

Corporate Social Responsibility (CSR) has become an attractive issue in recently years, because several companies and people have noticed environmental or ethical problems of surrounding society, such as working places and pollution. Although the first Concept of CSR was proposed from the early 1950 and started being rarely discussed after Industrial Revolution, CSR is now using broadly in full integration with strategic management and corporate governance at 20th century to improve the reputation and profits of companies. This essay will argue that CSR could benefit companies to raise their business reputation, via building brand and products differentiation and strengthening relationship with workers, and enhance the competitive advantage to increase profits, such as complying with a standard legitimacy, even though some people think that the most important task is gaining the maximum profits and concern that CSR could cause a disadvantage because of lack of capacity to handle social activities.
The first supporting argument is that CSR help companies establish a well reputation with brand and products differentiation, and it is useful to help increase profits. In fact, reputation could be seen as an impression of a company, and it is a symbol and spirit in comparison with other competitors (Gotsi & Wilson, 2001). Furthermore, Companies with CSR provide the best experience for customers, which could be helpful to build brand differentiation and gain profits. Hernández-Murillo and Martinek (2009) had reported that Companies could acquire additional benefits by enhancing reputation and ability to generate profits with differential products. For example, Ikea, it has been a long time to reduce negative environmental impact of itself and products, and offer differential products with good design and function. In addition, IKEA always try to integrate social and environmental considerations into daily operations to build a unique brand and this



References: 2. Davis, K. (1973). The case for and against business assumption of social responsibilities. Academy of Management journal, 16(2), pp.312--322. 3. Friedman, M. and Friedman, R. (2002). Capitalism and freedom. 1st ed. Chicago: University of Chicago Press. 4. Gotsi, M. and Wilson, A. (2001). Corporate reputation: seeking a definition. Corporate Communications: An International Journal, [online] 6(1), pp.24-30. Available at: http://dx.doi.org/10.1108/13563280110381189 [Accessed 3 Aug. 2014]. 5. Go¨ssling, T. (2011). Corporate social responsibility and business performance. 1st ed. Cheltenham: Edward Elgar. 6. Hernández -Murillo, R. and Martinek, C. (2009) Corporate social responsibility can be profitable. The Regional Economist, (Apr), pp. 4--5. 7. Ikea.com, (2014). Welcome to IKEA.com - IKEA. [online] Available at: http://www.ikea.com [Accessed 3 Aug. 2014]. 9. Lo¨ber, H. (2012). Corporate management, corporate social responsibility and customers. 1st ed. Hamburg: Diplomica Verlag. 10. Lyon, T. and Maxwell, J. (2008). Corporate social responsibility and the environment: A theoretical perspective. Review of environmental economics and policy, 2(2), pp.240--260. 11. Sprinkle, G. and Maines, L. (2010) The benefits and costs of corporate social responsibility. Business Horizons, [Online]. 53(5), pp. 445-453. Available at: http://dx.doi.org/10.1016/j.bushor.2010.05.006. 12. Vourvachis, P. (2008) In search of explanations for corporate social reporting (CSR). 1st edn. London: Kingston University. 13. Utting, P. and Marques, J. (2009). Corporate social responsibility and regulatory governance. 1st ed. Basingstoke: Palgrave Macmillan. 14. Werther, W. and Chandler, D. (2005). Strategic corporate social responsibility as global brand insurance. Business Horizons, [online] 48(4), pp.317-324. Available at: http://dx.doi.org/10.1016/j.bushor.2004.11.009 [Accessed 3 Aug. 2014]. 15. www.toyota-global.com, (2014). CSR Policy | TOYOTA MOTOR CORPORATION GLOBAL WEBSITE. [online] Available at: http://www.toyota-global.com/sustainability/csr_initiatives/csr_concepts/policy.html [Accessed 3 Aug. 2014]. 16. Zhao, M. (2012). CSR-Based Political Legitimacy Strategy: Managing the State by Doing Good in China and Russia. Journal of Business Ethics, [online] 111(4), pp.439-460. Available at: http://dx.doi.org/10.1007/s10551-012-1209-6 [Accessed 3 Aug. 2014].

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