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- Social marketing's research agenda involves the continued adaptation of the new developments in commercial marketing, whilst building a base of social marketing theory and best practice benchmarks that can be used to identify, clarify and classify the boundaries of social marketing against social change techniques.
- Nonprofit marketing is pursuing the dual research agenda of developing the theory and practice of social entrepreneurship whilst seeking deeper consumer‐based research to understand motivations for charitable behaviour and gift giving.
- Political Marketing's research agenda looks for an increase in the level of background research, core data and market research to use as a basis for developing more advanced theoretical and practical models. In addition, as political marketing is being transferred internationally between a range of political and electoral systems, there is a need for comparative research into both the relevance and effectiveness of these techniques to isolate nation independent and nation dependent political marketing strategies and campaigns.
- Corporate 'social responsibility [CSR] is neither a fad nor an optional extra. The interest in it is reflective of a deeper change in the relationship between companies and their stakeholders. Healthy business requires a healthy community, and should be contributing to its creation and maintenance. The public increasingly wants to know about companies that stand behind the brands and products presented to them. And use their power to reward ‘good’ companies and punish the ‘bad’ ones. (Lewis, S. 2001 ).
- CSR is becoming ever more important in the modern business environment, as is evident by the fact that most leading public companies include a specific statement on their CSR policy within their annual reports. Indeed, changing societal expectations, increasingly intrusive media reporting, and ever more sophisticated and powerful pressure groups have caused all organizations to consider more carefully their wider social responsibilities not only out of altruistic reasons, but because of the need to consider the potential impact of their policies on their wider stakeholder relationships.
- It is argued in academic and professional writing that CSR orientated organizations benefit from a series of tangible and intangible benefits, when stakeholders are informed of their orientation. Corporations have reacted to these calls and this belief in a business case and are implementing CSR programmes or corporate change to bring about new corporate mindsets, and are in‐turn communicating the results of these programmes. However, in order to be able to effectively communicate it is necessary that organizations clearly understand the concept of CSR, both from a managerial perspective and homogeneous and individual stakeholder perspective.
- Aiming to help address this lack of understanding, the proposed paper provides a case examination of stakeholder and management perspectives of CSR in the North West of England in a retail setting. The study was conducted in 2003 around a Major UK retail centre using a mix method approach that drew out management cognate viewpoints on CSR and quantitatively tested these findings against stakeholder viewpoints on CSR. The study is served as a pilot for future studies into the area.
- It found that within the context of the case that the managers and stakeholders (when taken as one homogeneous group) shared a similar view of the concept of CSR. Additionally, the weaknesses of the research pilot brought to the surface methodological improvements that could impact on future researches into the area.
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BRIAN JENKINS and SPYROS A. SOFOS (eds), Nation and Identity in Contemporary Europe (Routledge, London, 1996), 294 pp.
WESLEY D. CHAPIN, Germany for the Germans? The Political Effects of International Migration (Greenwood Press, Westport, 1997), 173 pp., ISBN 0–313–30258–8 (hb)
JOHN REES, The Algebra of Revolution. The Dialectic and the Classical Marxist Tradition (Routledge, London, 1998), vi + 314 pp., ISBN 0–415–19876–3 (hb), 0–415–19877–1 (pb)
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