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Corporate Social Responsibility in the Post-Financial Crisis Era pp 83–96Cite as

Palgrave Macmillan

An Ontologically Innovative Design of CSR Strategies: Enabling Value Added Institutional Collaborations

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Abstract

This chapter introduces an ontological design of a corporate social responsibility (CSR) framework. Enterprise ontology contributes to CSR conceptualisation enabling institutional collaborations and arbitrage. In a post-financial crisis era where corporate budgets are limited, there is an increasing interest from organisational stakeholders to focus on the practical aspect of managerial applications of CSR. The specific objectives of this chapter are firstly, to design a framework entailing long-term critical success factors (CSFs) necessary for a sustainable CSR design, secondly, to identify key performance indicators (KPIs) necessary for the implementation of a CSR strategy and finally, to realise internal and external socio-economic and political forces of the indicated stakeholders that shape the CSR policies and collaborations.

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Authors and Affiliations

  1. Liverpool Business School, Liverpool John Moores University, Liverpool, UK

    Fragkoulis Akis Papagiannis

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  1. Fragkoulis Akis Papagiannis
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Editors and Affiliations

  1. Bournemouth University, Poole, Dorset, UK

    Anastasios Theofilou

  2. Bournemouth University, Poole, Dorset, UK

    Georgiana Grigore

  3. Bucharest University of Economic Studies, Bucharest, Romania

    Alin Stancu

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Papagiannis, F.A. (2017). An Ontologically Innovative Design of CSR Strategies: Enabling Value Added Institutional Collaborations. In: Theofilou, A., Grigore, G., Stancu, A. (eds) Corporate Social Responsibility in the Post-Financial Crisis Era. Palgrave Studies in Governance, Leadership and Responsibility. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-40096-9_5

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