Provides a framework for assessing the same affirmative and defensive functions of the Corporate Social Responsibility (CSR). Integrates two different traditional approaches to CSR: a look at them than with economic objectives, while the other believes it is inconsistent with them. Brings together these two approaches to detect CSR several functions and analyze how CSR can be a decisive advantage for managers by offering a means of insurance against financial performance s … Read more »

Provides a framework for assessing the same affirmative and defensive functions of the Corporate Social Responsibility (CSR). Integrates two different traditional approaches to CSR: a look at them than with economic objectives, while the other believes it is inconsistent with them. Brings together these two approaches to detect CSR several functions and analyze how CSR can be a decisive advantage for managers by providing a means of insurance against financial standing offer negative events. This latent value insurance is often ignored in traditional analyzes of the relationship between CSR and financial performance.
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John Peloza
Source: California Management Review
22 pages.
Release Date: 1 February 2006. Prod #: CMR331-PDF-ENG
Using corporate social responsibility as insurance for financial performance HBR case solution