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 Is CSR (corporate social responsibility) just another management acronym that gets mentally filed away along with all the other corporate spiel trotted out by internal communications departments? High performing businesses show a strong correlation between CSR activities and stronger performance in terms of productivity and profitability than other businesses, according to research. Ethical criteria are also becoming manifestly more significant in both purchasing and brand loyalty decisions among a growing proportion of consumers. The message to businesses is clear – ethical practice, CSR performance and the "bottom line" are more closely linked than ever. 
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Essential ReadingCSR - an introduction
Corporate social responsibility (CSR) is also often referred to as business responsibility and an organisation's action on environmental, ethical, social and economic issues. The terms in the area can seem confusing if you don't know the jargon - but don't be put off by this.
CSR? What's that?
Corporate Social Responsibility may have become a hot topic in some management circles over the past few years, but for a significant proportion of ordinary employees, it is a complete irrelevance.
CSR minus HR = PR
HR practitioners have a crucial role to play in embedding a responsible approach to business in which employers 'live' company values rather than pay lip service to CSR.
CSR vital to the future of business
Corporate Social Responsibility is vital to the future of business CBI President Sir John Egan has told the organisation’s annual conference in Manchester. “A socially responsible approach to business is not inconsistent with profitable business.” he said. “Good corporate behaviour is good for business. And what's good for business is good for Britain."
How CSR can help manage risk
Positive actions that reduce the negative impact of an organisation on environmental, ethical, social and economic issues is one way of managing risk.
Latest on CSRWho guards the guards?All the discussion about how companies, particularly financial organisations, are regulated seems to be ignoring one glaring structural weakness. That is the erosion of the boundaries between a company's board and its management – between its leadership and management.
Strategy and the crashRobert Heller explains why the Second Great Crash is different from the First but all too similar to lesser crashes in between – and why it was completely avoidable.
Is CSR to blame for America's financial collapse?The collapse of America's financial system is as much down to an failure of corporate social responsibility as it is the arrogance and incompetence of the banking community.
Lax management leaves door open to fraudThe amount companies are losing to fraud is rising. And while you can blame crooked employees as much as you like, the primary cause is lax management.
What's happened to trust ?The Deutsche Telekom spying scandal is just the latest example of an organization in which trust has broken down. So is honesty on the decline in the business world? And if so, why?
Bribery rife despite anti-corruption effortsAlmost a quarter of senior executives admit that their organisation had been approached to pay a bribe in order to retain or win business in the last two years.
Employees the weakest link in IT securityWith staff wandering off site with memory sticks in their pockets, posting confidential information on the web and setting their password as "password", IT security policies count for very little.
Good governance can improve performanceWhile it may never get the blood racing, good corporate governance can boost a company's returns by nearly a fifth, new research has found.
MBA graduates spurn tainted jobsTraditional manufacturing industries are out, so are emerging markets. When it comes to deciding where to work, MBA graduates are increasingly choosy.
Boards learning to love CSRCorporate social responsibility was once dismissed something of a fluffy add-on. But with eight out of 10 top companies now reporting on it, boardrooms ignore it at their peril.
Preserving corporate reputationIn this age of instant communication, corporate boards need to recognise that reputations which took years to build up could be destroyed in a flash.
Fraud hits half of companiesWhile most British businesses believe they will never be ripped off by fraudsters, half will become the victims of fraud or other economic crimes.
David Bach on nonmarket strategyProfessor David Bach discusses the effect on competitiveness of nonmarket strategy – the way that companies manage relationships with governments, regulators, NGOs, the media and society at large.
Lawyers in the money as compliance climate bitesAmerica's demanding compliance climate means senior lawyers are increasingly commanding top-dollar salaries and bonuses.
The bottom line is not the bottom lineCorporations have been cutting corners and forsaking moral purpose in the pursuit of bigger profits for years. Yet as we continue to experience unnecessary illness, polution, death, and disease as a result, isn't it time we answered the question, "how much is enough?"
Integrity at work – how do you stack up?With the business sections of today's papers and magazines reading more and more like a police charge-sheet, "integrity" is fast becoming a hot topic of conversation in boardrooms and around water coolers.
Boardroom pay rises by a thirdBosses at Britain's biggest companies saw their pay rise by more than a third last year, with the average total package for a chief executive now nudging the £3m mark.
CSR has little impact on employment decisionsMost Americans may believe that corporations have responsibilities to their communities, but this doesn't mean that they are too fussy about CSR activities when it comes to evaluating job offers.
What happens if you get hit by a bus?When an unexpected event interrupts the flow of your business, the results can be devastating. In fact 40 percent of businesses which experience some form of disaster go out of business within five years. But it doesn't have to be that way.
Business travellers lack emergency supportThe world seems to be becoming a more dangerous place, yet many business travellers are worried that their organisations simply aren't sufficiently prepared to help them in the event of an emergency.
Options: an incentive to cheat?CEOs and senior executives who are paid mainly in stock options are far more likely to misrepresent their company's financial position to rig its share price, new research has found.
Employees most likely to blow the whistleDespite having the most to lose, employees are far more likely to blow the whistle on corporate wrongdoing than external watchdogs – especially if there is a reward for doing so.
Annual reports distort the value of innovationCompanies' annual reports are not capturing the full financial benefit of their innovative activities and could even be distorting their true market value, according to research by Cass Business School.
Europeans reluctant to blow the whistleFraud is a fact of corporate life. But with a new European survey finding that many employees are still reluctant to blow the whistle, it is clear that many large firms could be doing far more to combat the problem.
IT staff snoop on personal dataAlmost a third of IT staff abuse their trusted positions to snoop on the confidential information held on their company's computer systems, a new survey has found.
Cross-border fraudsters getting away with itCrime no longer stops at national borders. Yet companies are often ill-prepared to investigate fraud if it occurs in a country other than where they are based.
Social responsibility boosts employee engagementEmployees who are satisfied with their organisation's commitment to social and environmental responsibility are likely to be more engaged and more productive than those working for less responsible employers.
Male, high-level, trusted – and stealing from youThe typical company fraudster is a trusted male executive, sometimes even the chief executive, who will carry out as many as 20 acts of serious fraud over a period of up to five years or more.
Managers strive to put something backNearly half of British managers have some sort of leadership position in their local community or the voluntary sector on top of their day job, as they strive to "put something back".
Executive bonuses still shrouded in smoke and mirrorsCorporate America is only grudgingly giving up its secrets when it comes to executive bonuses, with nearly half of public companies keeping the basis on which the pay-outs are based under wraps.
Earlier CSR Stories . . .
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