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Firms are increasingly called upon to address social issues such as poverty and human rights violations. The demand for corporate social responsibility (CSR) is directed mainly at top management in multinational corporations who are reminded that, in addition to helping to make the world a better place, their commitment to social action will be rewarded by lasting customer loyalty and profits. But is it true that firms that engage in social action will be rewarded with a good name, competitive advantage, superior profits, and corporate sustainability? What if it is true for some firms and not for others? This book addresses these and other questions by explaining the how and why of creating value and competitive advantage through corporate social action. It shows how and when firms can develop successful corporate social strategies that establish strong commitments to shareholders, employees, and other stakeholders."The key point in this important new book is that a corporation's `social' strategy must be integrated with its business strategy. Husted and Allen break new ground in showing us how this integration needs to proceed. This is a terrific book for managers and theorists." R. EDWARD FREEMAN, Olsson Professor of Business Administration and Co-Director of the Olsson Center for Applied Ethics at the Darden School, University of Virginia"All companies, now more than ever, are looking for the key to being more competitive and how best to create value. Can stakeholder engagement be useful and, if so, how? This book gives brilliant answers that will help you to reinvent your business strategy from a winner's perspective." ALBERTO ANDREU PINILLOS, Managing Director on Corporate Reputation and Corporate Responsibility, Telefonica, S.A.

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List of figures; List of tables; List of appendices; Acknowledgments; 1. Introduction: corporate social strategy; Part I. Fundamentals: 2. The ethics of social strategy; 3. Theory of the firm and corporate social strategy; 4. Overview of the model: how do we build corporate social strategy?; 5. Elements of successful corporate social strategy; Part II. The Process of Developing Corporate Social Strategy: 6. Competitive environment; 7. From stakeholder management to social strategy; 8. Resources and capabilities; 9. Corporate identity; Part III. Implementing Social Strategy: 10. Organizing for social strategy; 11. Corporate social strategy management and the multinational company; 12. Measurement and evaluation; 13. Conclusions: the future of social strategy; Bibliography; Index.

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