As much as corporate social responsibility (CSR) programs have become a badge of respectability among firms, the truth is that they often languish. The reasons vary: Managers are frequently reluctant to sacrifice scarce resources, employees see them more as a chore than an opportunity, and participation is too quick and superficial to make an impact.

But a study by Bocconi University professor Christiane Bode and INSEAD professor Jasjit Singh examines an unusually successful corporate social...


To read this article and start a full year of unlimited online access, subscribe now!

Already a subscriber?

Need to register for your premium online access,
which is included with your paid subscription?

Tracker Pixel for Entry