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53 2010 35 48 Sekine Masanori CSR CSR CSR CSR CSR

53 2010 CSR CSR Corporate Social Responsibility CSR Commission of the European Communities 2001 CSR 2004 CSR CSR CSR CSR CSR a CSR European Union A concept whereby companies integrate social and environmental concerns in their business operations and in their interaction with their stakeholders on a voluntary basis. Commission of the European Communities, Green paper: Promoting a European framework for Corporate Social Responsibility, 2001, p.6 2004 75

CSR CSR CSR CSR CSR 2004 10 CSR 2004 - NPO Non Profit Organization - F. Herzberg 27-30

53 2010 10 CSR CSR CSR 11 s CSR CSR CSR CSR CSR 12 CSR 13 CSR 14-12 10 11 11 18-19 12 CSR 2005 46 13 46 14 47

CSR compliance 15 philanthropy 16 17 CSR CSR 2005 47 18 CSR 15 16 17 47 53 18 51-54

53 2010 19 mécénat 20 21 22 CSR 2005 62 19 51 20 21 57-63 22 63

CSR 23 CSR 24 CSR d M. E. Porter M. R. Kramer Porter Kramer CSR CSR 25 26 Porter Kramer CSR 27 Porter Kramer 23 72-76 24 72 25 M. E. Porter and M. R. Kramer, Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility, Harvard Business Review, December 2006, p.78. CSRDIAMOND January 2008 37 26 Ibid., p.83. 42 27 Ibid., p.84. 43

高崎経済大学論集第53巻第１号 2010 Porter 氏と Kramer 氏は以上のように CSR の対象となる社会問題を３つに分類した上で受動的 CSR Responsive CSR と戦略的 CSR Strategic CSR の概念を呈示している図表５参照受動的 CSR は２つの要素からなる第１は善良な企業市民として行動しステークホルダーの社会的関心事の変化に対応することであり第２は事業活動から発生する現在のあるいは今後予期される悪影響を緩和することである28 例えば前者は寄付行為や従業員による市図表４社会問題の分類出所 M. E. Porter and M. R. Kramer, Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility, Harvard Business Review, December 2006, p.85. 村井裕訳競争優位のCSR戦略 DIAMOND January ハーバードビジネスレビュー 2008 46頁図表５受動的 CSR から戦略的 CSR へ出所 M. E. Porter and M. R. Kramer, Strategy and Society:The Link Between Competitive Advantage and Corporate Social Responsibility, Harvard Business Review, December 2006, p.89. 村井裕訳競争優位の CSR 戦略 DIAMOND ハーバードビジネスレビュー January 2008 47頁 28 Ibid., p.85. 同上訳 47頁 42

CSR CO2 CSR CSR CSR 29 shared value 30 CSR Porter Kramer CSR 31 P. F. Drucker CSR Drucker 32 social impactssocial responsibilities CSR Drucker 33 29 Ibid., p.88. 48 30 Ibid., p.90. 50-60 31 P. F. Drucker, Management: Tasks, Responsibilities, Practice, Harper & Row Publishers, 1974. 32 Ibid., p.40. 1974 60 33 Ibid., p.42. 64

53 2010 Drucker social problems Drucker Drucker by-products 34 35 Drucker 36 37 34 Ibid., p.327. 537 35 Ibid., p.327. 537 36 Ibid., p.334. 548-549 Drucker Ibid., pp.334-336. 549-552 37 Ibid., p.337. 555

CSR 38 Drucker purpose of business CSR Drucker to create a customer 39 Drucker marketinginnovation 40 Drucker CSR BOP Bottom of Pyramid 41 CSR CSR 38 Ibid., p.345. 566 39 Ibid., p.61. 93 40 Ibid., p.61. 95 41 BOP Bottom of Pyramid 3,000 BOP

53 2010 CSR CSR CSR H. Mintzberg J. A. Waters Mintzberg Waters realized strategy deliberate strategy emergent strategy 42 H. Mintzberg and J. A. Waters, Of Strategies, Deliberate and Emergent, Strategic Management Journal, Vol.6, 1985, p.258, p.271. 42 H. Mintzberg and J. A. Waters, Of Strategies, Deliberate and Emergent, Strategic Management Journal, Vol.6, 1985, pp.257-259.

CSR Mintzberg Waters 43 the umbrella strategy the process strategy 44 45 H. Mintzberg and J. A. Waters, Of Strategies, Deliberate and Emergent, Strategic Management Journal, Vol.6, 1985, p.262, p.264. 43 Mintzberg Waters the planned strategy the entrepreneurial strategy the ideological strategythe umbrella strategy the process strategythe unconnected strategy the consensus strategythe imposed strategy Ibid., pp.259-269. 44 Ibid., pp.262-264. 45 Ibid., pp.264-265.

53 2010 CSR CSR CSR CSR CSR CSR CSR Drucker CSR CSR CSR CSR CSR CSR