The strategic value of corporate social responsibility CSR :: the present and future of its management

Estrella Barrio Fraile; Ana Mª Enrique

doi:10.3145/epi.2021.may.12

The strategic value of corporate social responsibility CSR : the present and future of its management

Título traducido de la contribución: Valor estratégico de la responsabilidad social corporativa (RSC). Presente y futuro de su gestión

Estrella Barrio Fraile, Ana Mª Enrique

Producción científica: Contribución a una revista › Artículo › Investigación › revisión exhaustiva

10 Citas (Scopus)

Resumen

La responsabilidad social corporativa (RSC) se ha convertido en los últimos años en el tema central de muchos debates que giran en torno al rol de las organizaciones en la sociedad. La incorporación voluntaria de estrategias que influyen en la rentabilidad económica y a su vez en cuestiones sociales y medioambientales es ya un hecho en las empresas. Este artículo tiene múltiples objetivos: 1) analizar si la RSC es estratégica y transversal para las compañías y si existe un diálogo real entre empresa y stakeholders; 2) identificar las funciones, relaciones y cualidades del director de RSC o sostenibilidad; 3) determinar los principales retos a futuro; 4) reflexionar sobre cómo la Covid-19 ha impactado en la articulación de la RSC en las corporaciones. La investigación se ha desarrollado a partir del método Delphi con una muestra de 20 expertos: 10 académicos (docentes e investigadores) y 10 profesionales (responsables de comunicación y RSC y consultores de RSC y reputación). Los resultados revelan que: 1) la gestión de la RSC en las empresas es estratégica y transversal, a excepción de las pymes; 2) no existe un diálogo basado en la reciprocidad entre empresa y stakeholders; 3) las funciones que desempeña un responsable de RSC pueden clasificarse en analíticas, estratégicas, tácticas y comunicativas; 4) las cualidades del responsable de RSC más destacadas son la capacidad de comunicación, el conocimiento profundo de la empresa y la disposición al trabajo en equipo; 5) el principal reto a futuro es ser más estratégicos para la alta dirección; 6) la Covid-19 ha cambiado el foco en los ámbitos de actuación en materia de RSC y en la priorización de stakeholders. En síntesis, se concluye la existencia de una gestión de la RSC arraigada en la organización que supone una verdadera transformación para las empresas como entes sociales

Título traducido de la contribución	Valor estratégico de la responsabilidad social corporativa (RSC). Presente y futuro de su gestión
Idioma original	Inglés
Publicación	Profesional de la Información
Volumen	30
N.º	3
DOI	https://doi.org/10.3145/epi.2021.may.12
Estado	Publicada - 2021

ODS de las Naciones Unidas

Este resultado contribuye a los siguientes Objetivos de Desarrollo Sostenible

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title = "The strategic value of corporate social responsibility CSR :: the present and future of its management",

abstract = "Corporate social responsibility (CSR) has in recent years become the central theme of many debates on the role of organizations in society. The voluntary incorporation of strategies that influence economic profitability and in turn on social and environmental issues is already a reality in companies. This article has several aims: 1) to analyse whether CSR is strategic and cross-cutting for companies and whether there exists a true dialogue between companies and stakeholders; 2) to identify the functions, relationships and qualities of the CSR or sustainability director; 3) to determine the main challenges for the future; 4) to reflect on what impact COVID-19 has had on the development of CSR in businesses. The study was based on the Delphi method and employed a sample of 20 experts: 10 academics (lecturers and researchers) and 10 professionals (communication and CSR directors and CSR and reputation consultants). The results reveal that: 1) with the exception of SMEs, CSR management in companies is strategic and cross-cutting; 2) there is no reciprocal dialogue between companies and stakeholders; 3) the functions carried out by a CSR director can be classified as analytical, strategic, tactical and communicative; 4) the most outstanding qualities of the CSR director are communication skills, deep knowledge of the company and the willingness to work as part of a team; 5) the main challenge for the future is to be more strategic for senior management; 6) COVID-19 has changed the focus in CSR areas of action and in the prioritization of stakeholders. In short, we conclude that CSR management is rooted in companies and represents a true transformation for businesses as social entities.",

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AB - Corporate social responsibility (CSR) has in recent years become the central theme of many debates on the role of organizations in society. The voluntary incorporation of strategies that influence economic profitability and in turn on social and environmental issues is already a reality in companies. This article has several aims: 1) to analyse whether CSR is strategic and cross-cutting for companies and whether there exists a true dialogue between companies and stakeholders; 2) to identify the functions, relationships and qualities of the CSR or sustainability director; 3) to determine the main challenges for the future; 4) to reflect on what impact COVID-19 has had on the development of CSR in businesses. The study was based on the Delphi method and employed a sample of 20 experts: 10 academics (lecturers and researchers) and 10 professionals (communication and CSR directors and CSR and reputation consultants). The results reveal that: 1) with the exception of SMEs, CSR management in companies is strategic and cross-cutting; 2) there is no reciprocal dialogue between companies and stakeholders; 3) the functions carried out by a CSR director can be classified as analytical, strategic, tactical and communicative; 4) the most outstanding qualities of the CSR director are communication skills, deep knowledge of the company and the willingness to work as part of a team; 5) the main challenge for the future is to be more strategic for senior management; 6) COVID-19 has changed the focus in CSR areas of action and in the prioritization of stakeholders. In short, we conclude that CSR management is rooted in companies and represents a true transformation for businesses as social entities.

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