This final chapter begins by assessing the growth of CSR in the past twenty years and trying to understand why it has been so ineffective in terms of the objectives it set itself. One of the arguments presented is the need (currently lacking) for the field of CSR to acknowledge its limited strategic impact to date. A second argument presented deals with organizational bias, whereby decision-making becomes locked-into certain parameters and results are valued above processes. It finishes by outlining a series of pitfalls to avoid for any organization serious about adapting a coherent approach to social responsibility.
KeywordsDecision-making bias Results bias Coherency pitfalls
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