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dc.contributor.authorAreal, A.*
dc.contributor.authorMcIntosh, Bryan*
dc.contributor.authorSheppy, B.*
dc.date.accessioned2016-01-12T12:24:51Z
dc.date.available2016-01-12T12:24:51Z
dc.date.issued2016
dc.identifier.citationAreal A, McIntosh B and Sheppy B (2016) Hope and glory: an expanded social strategy diagnosis model to incorporate corporate social responsibility within business strategy. International Journal of Business Performance Management. 17(2): 117-131.en_US
dc.identifier.urihttp://hdl.handle.net/10454/7663
dc.descriptionYesen_US
dc.description.abstractCorporate social responsibility has been seen by corporations as a practice to adopt as an act of philanthropy. There have been attempts to expand the role of social responsibility to business problems however there has never been an attempt to consider the strategic alignment of social outcomes to strategy. This article analyses the role of strategy by providing a review of strategy using Whittington’s generic strategies model and expanding the same model to incorporate a social strategy model that supports the anecdotal idea that social responsibility can be potentially strategic. The paper centres its argument within the Indian context.en_US
dc.language.isoenen_US
dc.relation.isreferencedbyhttp://dx.doi.org/10.1504/IJBPM.2016.075590en_US
dc.rights© 2016 Inderscience. Reproduced in accordance with the publisher's self-archiving policy.en_US
dc.subjectBusiness strategy; Corporate social responsibility; CSR; Shared value; Bottom of the pyramiden_US
dc.titleHope and glory: an expanded social strategy diagnosis model to incorporate corporate social responsibility within business strategyen_US
dc.status.refereedYesen_US
dc.date.Accepted2016-01-08
dc.typeArticleen_US
dc.type.versionAccepted Manuscripten_US
refterms.dateFOA2018-07-25T14:47:55Z


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