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Critique of the article Hope and Glory: An expanded social strategy diagnosis model to incorporate corporate social responsibility within business strategy
This article was composed by a group of authors, i.e., Andreia Areal, Bryan McIntosh, and Bruce Sheppy, all are sincere and truthful professionals. Andreia Areal is a Lecturer at the Faculty of Business and Economics at Richmond University and other private higher education institutes. She has substantial experience in legal practice administration, as well as non-profit and private health and fitness organizations. She has recently switched her career to become an academic trainer specializing in strategy, marketing, and corporate social responsibility. Bryan McIntosh is an Associate Dean at the Faculty of Health Studies and University of Bradford. He has worked with the central government, NHS, local government, and several academic institutions. He has a long list of publications in peer-reviewed journals and substantial experience in the field of health management consulting. Bruce Sheppy is a successful Senior Health Management Professional who has held positions as Group Marketing Director of a South African hospital group listed on the Johannesburg Stock Exchange and CEO of a pan-African medical insurance and health management company with offices in Egypt, Tanzania, Kenya, Ghana, and Rwanda He has a long list of peer-reviewed journal publications and serves on the editorial board of a top healthcare management journal as well as being a director of an environmental management and sustainability organization.
This paper attempts to explain whether CSR may be a strategic tool for companies in India to get a competitive advantage by addressing the complexity of the conceptualization of strategy and CSR. The prescriptive and emergent views of corporate strategy, as well as the profit maximization versus processual argument, will be discussed in this paper, with an emphasis on alternative models of social responsibility: in particular, the bottom of the pyramid and the production of shared value (CSV). The goal of this paper is to fill a gap in the literature by developing a diagnostic model based on Whittington’s general viewpoints on strategy to support the anecdotal assumption that CSR can be matched with business practices.
The argument over corporate social responsibility (CSR) has a long history in academia. The authors couldn’t agree on what CSR is and how much value it brings to businesses. Divergent scholarly viewpoints on diverse approaches to strategy formation exist, and the issue of shareholder value versus stakeholder responsibility has been extensively debated.
India, Asia’s third-largest economy, grew by 7.4% in 2014, according to the World Bank, and is expected to contribute 6% to 11% of global GDP by 2025. However, according to the World Development Indicators, 21.9 percent of India’s population lives below the national poverty threshold.
From the foregoing analysis, it is clear that CSR has strategic potential that has yet to be realized. The paper started with a discussion of Whittington’s generic strategy model from an Indian perspective on strategy formulation. The study report examined the issue of corporate social responsibility (CSR) and its lack of strategic emphasis. The notion is that when it comes to CSR, an enlarged strategy model should be explored, and the bottom of the pyramid and CSV concepts should be regarded as alternative models of strategic intent toward social responsibility.
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