Strategic corporate social responsability and value creation among large firms : lessons from the Spanish experience

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<title>Strategic corporate social responsability and value creation among large firms</title>
<subTitle>: lessons from the Spanish experience</subTitle>
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<title>Long range planning</title>
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<name type="personal" usage="primary" xmlns:xlink="http://www.w3.org/1999/xlink" xlink:href="MAPA20080166601">
<namePart>Husted, Bryan W.</namePart>
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<name type="personal" xmlns:xlink="http://www.w3.org/1999/xlink" xlink:href="MAPA20080121228">
<namePart>Allen, David B.</namePart>
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<dateIssued encoding="marc">2007</dateIssued>
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<abstract>Can corporate social responsibility (CSR) be a source of good and a wellspring of innovation, competitive advantage and value creation for the firm? Although CEOs and government leaders insist in public that CSR projects create value for the firm, privately they admit that they do not know if CSR pays off. To address this question and drawing on experience for the Spanish context, it is tested one of the few efforts to model how the strategic management of CSR may contribute to improving firm profitability (Burke and Logsdon, 1996). To do this, it is examined the impact of three strategic CSR variables -visibility, appropriability, and voluntarism- on value creation among large Spanish corporations</abstract>
<note type="statement of responsibility">Brayn W. Husted, David B. Allen</note>
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<topic>Responsabilidad social corporativa</topic>
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<topic>Creación de valor en la empresa</topic>
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<subject authority="lcshac" xmlns:xlink="http://www.w3.org/1999/xlink" xlink:href="MAPA20080613181">
<topic>Beneficios empresariales</topic>
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<topic>Estrategia empresarial</topic>
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<topic>Empresas</topic>
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<topic>España</topic>
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<classification authority="">922.15</classification>
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<title>Long range planning</title>
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<publisher>Oxford [etc.]</publisher>
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<text>Vol. 40, nº 6, December 2007 ; p. 594-610</text>
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