Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/1494
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dc.contributor.authorBalakrishnan, K.-
dc.date.accessioned2010-03-22T05:05:25Z-
dc.date.available2010-03-22T05:05:25Z-
dc.date.copyright1979-11-
dc.date.issued2010-03-22T05:05:25Z-
dc.identifier.urihttp://hdl.handle.net/11718/1494-
dc.description.abstractCorporate social responsibility is fast becoming a fashionable phrase among businessmen, managers, management academics, economists, politicians, and the public at large. Before these diverse groups plunge into serious debate on this crucial issue, one could perhaps leaner from the long experience of Western countries, especially the U.S., on this subject. A detailed scrutiny of a selected sample of Western thought showed that two different and distinct groups existed. One group looked at the problem as corporate power to be contained, curtailed, or countervailed - the negative view; the other as corporate responsibility to be mobilized, channeled, and sustained through appropriate supportive efforts - the positive view. What the two distinct groups saw depended on the locus of their observation.en
dc.language.isoenen
dc.relation.ispartofseriesWP;1979/302-
dc.subjectCorporate social responsibilityen
dc.titleCorporate power and social responsibility: lessons from the westen
dc.typeWorking Paperen
Appears in Collections:Working Papers

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