Csr Competitive Advantage

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4.3 Strategy and Society, The Link between Competitive Advantage and Corporate Social Responsibility (Porter & Kramer, 2006) This study explains the relationship between the success of the business and its addressed social values, in term of Corporate Social Responsibility (CSR). Furthermore, it also suggests the way to manage it. 4.3.1 Four Prevailing Justifications for CSR There are four outstanding justifications to support that CSR should be taken into consideration. These four arguments are moral obligations, reputation, license to operate, and sustainability (Porter & Kramer, 2006). Firstly, moral obligations are imbued into the CSR field, and they are accounted as easy to follow and to refer to the organisations, for example, filing …show more content…

Each company should select issues, which meet its specific business goals. When CSR policies are implemented, the firm must consider to the reason for the CSR implementation, as well as, the opportunity to convey the shared value. Generic social issues might be an important aspect to society which are not affected by either the company’s operations or its long-term competitiveness. However, value chain social impacts are influenced by the company’s activities in the standard procedures of the business. While social dimensions of competitive context are regarded as components in the external environment that influence on the company’s concealed competitiveness; for example, the company’s breakthrough innovative product devoted for the friendly environment can help it attain the competitive edge, which is difficult for others to imitate (Porter & Kramer, …show more content…

This is a way to strengthen the corporate strategy by integrating the social conditions. The best way to be the good corporate citizenship is to specify clear and measurable goals, and to track their results over time. However, the company’s strategy should go beyond than just being the good corporate citizenship – this is regarded as strategic CSR implementation. Strategic CSR implementation provides the firm a unique position and a tandem compound that are involved in both “inside-out” and “outside-in” dimensions (Porter & Kramer, 2006). It is also highly important to integrate inside-out and outside-in practices. The practices help the organisation develop the value chain innovations and turn the social restrictions to be its competitive tools for enhancing both social and economic values. Therefore, it is recommended for the company to consider and integrate inside-out and outside-in perspectives into their strategic CSR implementation (Porter & Kramer, 2006). The last step is creating a social dimension to the value proposition. It is very important to the firm’s strategy to be distinct, in term of value proposition, so that it can propose the unique positioning to meet and match with its target consumers. Additionally, it is obviously clear that the most effective CSR strategy appears when the social dimension is added to the company’s core values (Porter & Kramer,

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