How to Implement Csr
How to Implement CSR
How organizations implement CSR depends on how they define it, whether as a moral obligation and a rational approach to stakeholder satisfaction. It serves best when it is part of organizations’ culture, planning, and management. It has implications for budgeting, return on investment, and measures of effectiveness. As mentioned above, public relations practitioners not only participate in the dialogue to define CSR standards but they also play a crucial role in helping markets, audiences, and publics to be aware of the standards client organizations are willing and able to implement.
Plan of Action: Three-factor Model of CSR Implementation and Application to Public Relations
CSR requires a comprehensive approach that, according to Basu and Palazzo (2008, see especially page 208), features the classic troika of human nature:
• Cognitive: Matters of identity and legitimacy that define what and how firms think
• Linguistic: Matters of justification, positioning, and transparency that define what firms say
• Conative: Matters of posture, consistency, and commitment that define how firms behave.
Practitioners can participate in the cognitive, linguistic, and conative aspects of their organizations to foster the alignment of mutually beneficial interests in society.
Cognitive: Public relations, through issues monitoring, can play a vital role in helping the organization to know and think about changing CSR standards and the means for achieving them. The reality, however, is that beyond scanning for changing stakeholder expectations and helping to create a matrix of multidisciplinary players to learn about and analyze such changes, public relations is not expert on many of the matters that are at the core of CSR standards and performance management. Others in management must commit to a strong CSR program. Accountants must recognize, appreciate, and implement higher financial management standards, as must general counsel, engineers,
How organizations implement CSR depends on how they define it, whether as a moral obligation and a rational approach to stakeholder satisfaction. It serves best when it is part of organizations’ culture, planning, and management. It has implications for budgeting, return on investment, and measures of effectiveness. As mentioned above, public relations practitioners not only participate in the dialogue to define CSR standards but they also play a crucial role in helping markets, audiences, and publics to be aware of the standards client organizations are willing and able to implement.
Plan of Action: Three-factor Model of CSR Implementation and Application to Public Relations
CSR requires a comprehensive approach that, according to Basu and Palazzo (2008, see especially page 208), features the classic troika of human nature:
• Cognitive: Matters of identity and legitimacy that define what and how firms think
• Linguistic: Matters of justification, positioning, and transparency that define what firms say
• Conative: Matters of posture, consistency, and commitment that define how firms behave.
Practitioners can participate in the cognitive, linguistic, and conative aspects of their organizations to foster the alignment of mutually beneficial interests in society.
Cognitive: Public relations, through issues monitoring, can play a vital role in helping the organization to know and think about changing CSR standards and the means for achieving them. The reality, however, is that beyond scanning for changing stakeholder expectations and helping to create a matrix of multidisciplinary players to learn about and analyze such changes, public relations is not expert on many of the matters that are at the core of CSR standards and performance management. Others in management must commit to a strong CSR program. Accountants must recognize, appreciate, and implement higher financial management standards, as must general counsel, engineers,