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 Is CSR (corporate social responsibility) just another management acronym that gets mentally filed away along with all the other corporate spiel trotted out by internal communications departments? High performing businesses show a strong correlation between CSR activities and stronger performance in terms of productivity and profitability than other businesses, according to research. Ethical criteria are also becoming manifestly more significant in both purchasing and brand loyalty decisions among a growing proportion of consumers. The message to businesses is clear – ethical practice, CSR performance and the "bottom line" are more closely linked than ever. 
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Essential ReadingCSR - an introduction
Corporate social responsibility (CSR) is also often referred to as business responsibility and an organisation's action on environmental, ethical, social and economic issues. The terms in the area can seem confusing if you don't know the jargon - but don't be put off by this.
CSR? What's that?
Corporate Social Responsibility may have become a hot topic in some management circles over the past few years, but for a significant proportion of ordinary employees, it is a complete irrelevance.
CSR minus HR = PR
HR practitioners have a crucial role to play in embedding a responsible approach to business in which employers 'live' company values rather than pay lip service to CSR.
CSR vital to the future of business
Corporate Social Responsibility is vital to the future of business CBI President Sir John Egan has told the organisation’s annual conference in Manchester. “A socially responsible approach to business is not inconsistent with profitable business.” he said. “Good corporate behaviour is good for business. And what's good for business is good for Britain."
How CSR can help manage risk
Positive actions that reduce the negative impact of an organisation on environmental, ethical, social and economic issues is one way of managing risk.
Latest on CSRA sustainable accelerationThe 'old normal' assumed that companies existed solely for profit and commercial success had to come with human or environmental victims. But now these cynical beliefs are being replaced by a new understanding of the importance of collaboration and sustainability.
Values? What values?Many CEO are quick to trumpet the values of their organization and how these values inspire and motivate their workforce. But according to a new report, in the vast majority of American organizations it isn't values that drive employee behaviour, it's fear.
Corporate responsibility more than just philanthropyMany large companies view corporate responsibility initiatives as possessing a clear strategic dimension that makes them an increasingly core part of many of their activities.
Sustainability hits the boardroomTen years ago, environmental issues in business were essentially about compliance. Then we moved into environmental management. But now, sustainability is fast becoming a strategic boardroom priority. But why?
CSR and the bottom lineOrganisations that are committed to corporate social responsibility have far higher levels of employee engagement, provide better customer service and outperform those that are not, new research has found.
UK companies forgetting their ethicsThe proportion of companies in the UK providing training in business ethics for their staff is actually lower now than it was before the financial melt-down, a new survey has found.
Six out of 10 companies have a sustainability strategyMore than six out of 10 companies globally currently have a working strategy for corporate sustainability, a new report has found.
Environmental claims are just so much hot airThe overwhelming majority of consumers in the UK view corporate claims of environmental responsibility as nothing more than spin and 'greenwash', new research has revealed.
UK boardroom pay rises 55 per centDespite average pay increases not breaking the three per cent barrier, the directors of Britain's 100 largest companies enjoyed a 55 per cent rise in total earnings over the last year.
Lessons from India: social profitabilityCorporate social responsibility, creative capitalism and the triple bottom line may be relatively new ideas in the West, but many Indian businesses have long measured their success by how they care for their most important asset - their people.
Encouraging employees to voice their valuesHow can organizations encourage their employees to act responsibly and to voice their values effectively and constructively when they see things that put the firm and its reputation, not to mention public safety and wellbeing, at risk?
No progress for women in UK boardroomsEfforts to increase the number of women in the boardrooms of Britain's largest companies have failed, according to new research, with almost no change in the number of female directors over the past year.
US companies ignoring whistle-blowersAs far as most US public companies are concerned, their response to anonymous allegations is simply to ignore them - even when these allegations involve very serious accounting breaches.
Environmental and sustainability claims are just so much hot airBeware of corporations keen to trumpet their sustainability and environmental credentials. Because as a new report spells out, most of what companies claim isn't backed up by any independent oversight.
Is it a bribe or a tip?Most people involved in international work are faced with the dilemma of what to do when an "extra payment" is expected. But while it's easy to say that bribery is a bad thing, the reality can be rather more complicated.
Does honesty pay?Barely a month goes by without some new corporate scandal breaking across the media. But do the executives of these companies think that people will not find out what they have been up to? And from a leadership perspective, what type of culture does such behavior engender within an organization?
Companies failing to tackle briberyThe overwhelming majority of global businesses have failed to put in place adequate policies or management systems to tackle bribery and corruption, a new report suggests.
Cleaning up Britain's boardroomsProposed changes in British corporate governance rules look like falling far short of what is needed for real boardroom reform because they fail to deal with the massive accumulation of power by boards or kickstart the the process of returning power to owners.
Bankers bonuses are a self-created mythWall Street and the City of London will beg to differ, but a Dutch business school says that the need to hand out vast bonuses within the banking world is a "self-created myth".
Keeping up appearancesA new study has found that far from making real improvements in corporate governance, many CEOs actively try to hoodwink equity analysts about the composition and independence of their boards.
Ten lessons to learn from the crisisAs the the financial crisis recedes, it is clear that the structure of big bank boards and the behaviour of their directors must change if we are going to prevent similar disasters unfolding in the future. In particular, there are ten key governance lessons that need to be absorbed.
Business leaders need to build trustBusiness leaders in Europe and the US need to get to grips with the fact that a sceptical public now view trust and transparency as more important than the quality of a company's products and services.
CEO pay rises hit the buffersFor the first time in ten years, the bosses of the UK's largest companies enjoyed pay rises less than those of the average British worker in 2009.
Costas Markides: Innovating globallyCostas Markides of London Business School talks to Stuart Crainer about disruptive innovation, innovative change and how the goal of a business ought to be to produce something of value to society – not to maximise shareholder value.
Business schools say it's not all about profitStung by criticism that their curriculums are too narrowly focused on the gospel of shareholder value, new research suggests that business schools are rethinking what they teach.
Responsible leadershipThere's more to responsible leadership than demanding more corporate social responsibility. As John Wells, President of business school, IMD, explains, it is a balance of between getting the right results and getting results the right way.
CEO pay immune from realityBetween 2007 and 2008, the US stock market fell by 37 per cent and 2.6 million American jobs disappeared. But amid the economic chaos, one group has remained immune from the pain. For America's CEOs, the gravy train has just kept on flowing.
Taking risks with risk managementIf there's one area that one would hope has benefitted from additional resources following the financial crisis, it is risk management. But according to a new report, it is suffering from the same squeeze as other functions.
Corporate culture and the new economicsReward for decision-makers has always been determined by vested interest. It obviously suits the men and women themselves to be paid enormous sums, irrespective of any rationale. But what can we do about it?
Women directors 'hounding' CEOs into falling profitabilityCompanies embracing diversity and increasing the number of women at board level may be heading for a profit slump if they already have good governance structures in place, a leading academic has warned.
Earlier CSR Stories . . .
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