13 013 Corporate Social Responsibility Frameworks
Corporate Social Responsibility Frameworks
FRANCISCO L. ROMAN, DBA
MARIE KRISTIN C. DE JESUS
FACULTY, ASIAN INSTITUTE OF MANAGEMENT
RESEARCH COORDINATOR, AIM RAMON V. DEL
ROSARIO, SR. CENTER FOR CORPORATE SOCIAL
RESPONSIBILITY
JOAN KRISTINE E. CHUA
RESEARCH AND ADMINISTRATIVE ASSOCIATE,
ASIAN INSTITUE OF MANAGEMENT
Working Paper 13 ― 013
THE AUTHORS
Asian Institute of Management
W.SyCip Graduate School of
Business
AIM Ramon V. del Rosario, Sr.
Center for Corporate Social
Responsibility
RESEARCH PARTNER
Asian Institute of Management
Office of Research and
Publications
Corporate Social Responsibility Frameworks
Francisco L. Roman, DBA
Marie Kristin C. De Jesus
Joan Kristine E. Chua
DEFINITIONS OF CSR
Ramon V. del Rosario: Ramon V. del Rosario Sr. at the formal launch of the AIM-RVR Center in July 2000, stated that:
“When we build an organization, especially one involved in making a profit, we see ourselves intricately linked to our employees, suppliers, customers, creditors and shareholders. This is the most basic form of corporate responsibility. As business leaders, we are directly responsible to those with whom we have entered into a compact – those we call our immediate and most important publics... Here, corporate responsibility is to do not only what is required, but more importantly, to do what is right. This may be difficult because the costs can be that much higher.
However, if responsibility is about good governance, then the decision must be couched in the following terms:
We do what we must do – that is, to be true to our values and principles.
We do what we should do – to raise the value of our enterprise
We do what is best to do – to meet the highest standards possible
When we begin to gauge our corporate responsibility in such terms, we are
now going beyond our immediate publics. The stakeholders in our enterprise are now much broader. They include the society in which we are a part; the community
The paper is a product of
FRANCISCO L. ROMAN, DBA
MARIE KRISTIN C. DE JESUS
FACULTY, ASIAN INSTITUTE OF MANAGEMENT
RESEARCH COORDINATOR, AIM RAMON V. DEL
ROSARIO, SR. CENTER FOR CORPORATE SOCIAL
RESPONSIBILITY
JOAN KRISTINE E. CHUA
RESEARCH AND ADMINISTRATIVE ASSOCIATE,
ASIAN INSTITUE OF MANAGEMENT
Working Paper 13 ― 013
THE AUTHORS
Asian Institute of Management
W.SyCip Graduate School of
Business
AIM Ramon V. del Rosario, Sr.
Center for Corporate Social
Responsibility
RESEARCH PARTNER
Asian Institute of Management
Office of Research and
Publications
Corporate Social Responsibility Frameworks
Francisco L. Roman, DBA
Marie Kristin C. De Jesus
Joan Kristine E. Chua
DEFINITIONS OF CSR
Ramon V. del Rosario: Ramon V. del Rosario Sr. at the formal launch of the AIM-RVR Center in July 2000, stated that:
“When we build an organization, especially one involved in making a profit, we see ourselves intricately linked to our employees, suppliers, customers, creditors and shareholders. This is the most basic form of corporate responsibility. As business leaders, we are directly responsible to those with whom we have entered into a compact – those we call our immediate and most important publics... Here, corporate responsibility is to do not only what is required, but more importantly, to do what is right. This may be difficult because the costs can be that much higher.
However, if responsibility is about good governance, then the decision must be couched in the following terms:
We do what we must do – that is, to be true to our values and principles.
We do what we should do – to raise the value of our enterprise
We do what is best to do – to meet the highest standards possible
When we begin to gauge our corporate responsibility in such terms, we are
now going beyond our immediate publics. The stakeholders in our enterprise are now much broader. They include the society in which we are a part; the community
The paper is a product of