Managing Corporate Social Responsibility A Communication Approach

by Coombs, W. Timothy; Holladay, Sherry J.

• ISBN13: 9781444336450
• ISBN10: 1444336452
• Edition: 1st
• Format: Paperback
• Copyright: 2011-10-03
• Publisher: Wiley-Blackwell

Summary

Managing Corporate Social Responsibility offers a strategic, communication-centred approach to integrating CSR into organizations. Drawing from a variety of disciplines and written in a highly accessible style, the book guides readers in a focused progression providing the key points they need to successfully navigate the benefits and implications of managing CSR. Chapters are organized around a process model for CSR that outlines steps for researching, developing, implementing, and evaluating CSR initiatives Emphasizes stakeholder engagement as a foundation throughout the CSR Process Model Discusses ways to maximize the use of social media and traditional media throughout the process Offers international examples drawn from a variety of industries including: The Forest Stewardship Council, Starbucks Coffee, and IKEA. Draws upon theories grounded in various disciplines, including public relations, marketing, media, communication, and business

Author Biography

W. Timothy Coombs is a Professor in the Nicholson School of Communication at the University of Central Florida in Orlando. He is author of the award-winning Ongoing Crisis Communication (1999), Today's Public Relations (with Robert Heath, 2006), and Code Red in the Boardroom: Crisis Management as Organizational DNA (2006). Sherry J. Holladay is a Professor in the Nicholson School of Communication at the University of Central Florida in Orlando. Her work has been widely published in several journals.

Table of Contents

Contents in Detail	p. ix
Acknowledgments	p. xiii
Conceptualizing Corporate Social Responsibility	p. 1
Strategic CSR	p. 29
CSR Scanning and Monitoring	p. 51
Formative Research	p. 63
Create the CSR Initiative	p. 89
Communicate the CSR Initiative	p. 109
Evaluation and Feedback	p. 137
CSR Issues	p. 153
References	p. 165
Index	p. 177
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