LiU Electronic Press

Methodology/Approach: Through case study analysis, the paper focuses on the practices of two organisations often quoted as pioneers in CSR and examines the effectiveness of the models used by both BP and Starbucks. Findings The analysis of the two case studies involved has highlighted that CSR is a key driving force for modern competitiveness and acts as a catalyst for creating a competitive advantage.

Originality: This paper presents a fresh perspective which supports the notion that CSR has to make good business sense and the way to do so is have an integrated business perspective. Inspired by a description of CSR as “an exploratory journey towards the identification and creation of common benefits which demands commitment, co-operation and clear-sightedness from all involved” (Holme and Watts, 2000), the proposed model has been put together. The report published by The World Business Council for Sustainable Development specifically emphasises the importance of corporate values for driving the CSR agenda. The 5Cs in the proposed model are values-driven imperatives which will define what businesses must do, before evaluating what difference they must make.