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8 Conclusions Stakeholder Theory is one approach to the managing of an organisation. It is particularly important for an understanding of CSR and its incorporation into organisational activity. There are various aspects to this which we have considered in this chapter. At the same time we have introduced a variety of other aspects which are related. Our purpose is to chow that all of these concepts are inter-related in the management of an organisation and that CSR cannot be considered in isolation from the rest of organisational activity.

Recently the Centre for Business Performance, Cranfield University, has set up a “Catalogue of measures” related to their Performance Prism that contains measures of each of the “dimensions of performance” – stakeholder satisfaction; strategies; processes; capabilities; and stakeholder contributions. The stakeholders identified were customer, employee, investor, regulator & community, and suppliers and in total the catalogue includes over 200 relevant measures. This shows the vast number of stakeholder measures that could be used to any organisation although it is not expected that all of these will be relevant for an individual organisation.

250–279. B. & Sen S. (2004); Doing Better at Doing Good: when, why and how consumers respond to corporate social initiatives. California Management Review, 47(1): 9–24. com 38 Corporate Social Responsibility Stakeholders & the social contract Donaldson T. E. (1995); The stakeholder theory of the corporation: concepts, evidence, and implications; Academy of Management Review, 20(1): 65–91. Kell G. (2003); The Global Compact: Origins, Operations, Progress, Challenge; Journal of Corporate Citizenship, 11, 35–49.

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