Abstract
The author searches for an answer to the question of how to improve awareness about CSR not only among companies but other stakeholders as well. While it is convincing to emphasise that CSR might be the source of competitive advantage, this alone does not suffice. To promote CSR in the business environment, a set of professed values that are shared by all stakeholders are necessary. These values can be derived from the natural striving of each human being to achieve a harmonised implementation of aims and functions in all spheres of human existence. For methodological reasons, the author distinguishes in addition to economic, political and social spheres, the spheres of technology, consumption, nature, biology as well as the special role of the human capital and spiritual spheres. The chapter critically questions actions related to the function of aims specific for a given sphere of human existence and suggests replacing them with functions typical of other spheres. It refers in particular to the commercialisation of the spiritual sphere that leads to destructive competition and consequently to a limitation of advantages in free market systems. The author emphasises that the company has to operate within the expectations of a CSR-orientated environment. Improvement of these expectations is the function of a holistic modernisation of human capital. This aims to provide the competencies which enables internal reflectivity to stimulate people to defend against emotional manipulation. Moreover, integrated external reflectivity is necessary to teach people to appreciate changes in the environment. Linking the business strategy with integrated development throughout the policy of this integrated approach to development stimulates employees to better understand the aims, targets and missions of a company. Consequently, this growing trust impacts positively on the integration of targets of companies and employees, and thus, the engagement of staff to promote the success of a company.
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Notes
- 1.
It is worth emphasising that there are many interpretations of the CSR, thus, as explains Lozano (2011, p. 50), its “definitions are sometimes confusing and […] contradictory.”
- 2.
The phrase the triple bottom line was first coined in 1994 by John Elkington, the founder of a British consultancy called Sustainability.
- 3.
The analytical model of development was derived from the concept of Horx (2002), whose work was however focused more on anthropological (cultural) issues than those related with human existence per se in a specific socioeconomic context.
- 4.
From a psychological point of view, what is necessary is a kind of optimal level of stress, which allows obtaining the maximum quality of life from the genetic potential. Therefore, psychology searches for the sources of development frustration.
- 5.
The justification of criteria of economic system efficiency, from the point of view of successful realisation of integrated development goals, is presented by Woźniak (2011, pp. 15–46).
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Woźniak, M. (2015). Corporate Social Responsibility: An Integrated Development Perspective. In: O'Riordan, L., Zmuda, P., Heinemann, S. (eds) New Perspectives on Corporate Social Responsibility. FOM-Edition. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-06794-6_3
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