Corporate social responsibility (CSR) is increasingly being recognized by firms as central to core business activities, as opposed to a peripheral consideration largely associated with philanthropy. This trend has major ramifications for marketing strategy that were explored at an international conference on “Integrating Social Responsibility and Marketing Strategy” held at the Boston University School of Management in September 2003. The conference was co-chaired by C.B. Bhattacharya of Boston University and N. Craig Smith of London Business School and sponsored by the Aspen Institute’s Business and Society Program; Boston University School of Management; London Business School; the Marketing Science Institute; and the California Management Review and the Center for Responsible Business at the Haas School of Business at the University of California, Berkeley.This Special Issue of California Management Review on “Integrating SocialResponsibility and Marketing Strategy, edited by C.B. Bhattacharya, N. Craig Smith, and David Vogel, contains a subset of the papers presented at the conference following a process of peer review. In the first article, “Doing Better at Doing Good,” based on their ongoing consumer research in this domain, Bhattacharya and Sen propose a contingent, detailed model of when, why, and how consumers respond to CSR initiatives. A key insight from their model is that in addition to the sponsoring company, the participating consumers and the issue/cause also benefit from social initiatives. A broad perspective is also offered by Waddock and Bodwell in the second article, “Managing Responsibility.” The authors identify parallels with the total quality movement and propose total responsibility management as an appropriate response to pressures today for increased corporate attention to CSR.
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