This book takes a unique approach exploring Corporate Social
Responsibility through a case study in Bintulu, Malaysia. Drawing
upon major CSR and strategy theories, the author examines how CSR
is embedded in the organizational strategic planning processes of
two prevalent forms of governmental institutions, a development
agency and a city council. Exploring the impact of triple bottom
line in easing tensions between shareholders and stakeholders, this
book provides a qualitative narrative on a holistic CSR process in
order to assess the contribution and value of CSR to a firm's
sustained value created capability.
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