caa a22 4500 60548452X CHVBK 20210128100436.0 cr unu---uuuuu 210128e20150801xx s 000 0 eng 10.1007/s10551-014-2229-1 doi (NATIONALLICENCE)springer-10.1007/s10551-014-2229-1 Developing CSR Giving as a Dynamic Capability for Salient Stakeholder Management [Elektronische Daten] [John Cantrell, Elias Kyriazis, Gary Noble] In this paper, we draw upon the emerging view of strategic cognition and issue salience and show that CSR giving has evolved into more than an altruistic response to being asked for support, to one which is embedded in the strategic frames of management and which supports organizational identity. The managerial action as a result of such strategic cognition suggests that modern organizations are seeking to develop CSR giving processes that provide them with a competitive advantage. We draw on the resource-based view of organizations and the VRIO framework to provide the theoretical foundations for our argument that CSR implementation in the form of corporate giving to charities can be developed as a dynamic capability. This can provide a competitive advantage by allowing organizationsto manage key stakeholder relationships (external and internal) more effectively with benefits which could lead to increased organizational productivity and the ability to execute strategy more effectively. We interview CSR implementation managers from large organizations in Australia and find that the CSR giving process in many firms is evolving into a more sophisticated and strategically motivated process with expectations of a return. Central to this evolution is the appointment of a CSR implementation manager who acts as a boundary spanner between the organization and its key stakeholders. We posit that this corporate investment in their role and supporting structures can lead to the better management of stakeholders by organizations through the dynamic capability of theCSR giving process. We develop a table of best practise to help guide managers entering this sphere. Springer Science+Business Media Dordrecht, 2014 Corporate philanthropy nationallicence CSR nationallicence CSR giving nationallicence Dynamic capability nationallicence Giving manager nationallicence Issue salience nationallicence RBV nationallicence Stakeholders nationallicence Stakeholder management nationallicence VRIO nationallicence Cantrell John University of Wollongong, Wollongong, NSW, Australia aut Kyriazis Elias University of Wollongong, Wollongong, NSW, Australia aut Noble Gary University of Wollongong, Wollongong, NSW, Australia aut Journal of Business Ethics Springer Netherlands 130/2(2015-08-01), 403-421 0167-4544 130:2<403 2015 130 10551 https://doi.org/10.1007/s10551-014-2229-1 text/html Onlinezugriff via DOI BK010053 XK010053 XK010000 Metadata rights reserved Springer special CC-BY-NC licence nationallicence 1 research-article jats NATIONALLICENCE NATIONALLICENCE NL-springer NATIONALLICENCE 856 40 https://doi.org/10.1007/s10551-014-2229-1 text/html Onlinezugriff via DOI NATIONALLICENCE 700 1- Cantrell John University of Wollongong, Wollongong, NSW, Australia aut NATIONALLICENCE 700 1- Kyriazis Elias University of Wollongong, Wollongong, NSW, Australia aut NATIONALLICENCE 700 1- Noble Gary University of Wollongong, Wollongong, NSW, Australia aut NATIONALLICENCE 773 0- Journal of Business Ethics Springer Netherlands 130/2(2015-08-01), 403-421 0167-4544 130:2<403 2015 130 10551