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The practice of CSR is much debated and criticized. Proponents argue that there is a strong business case for CSR, in that corporations benefit in multiple ways by operating with a perspective broader and longer than their own immediate, short-term profits. Critics argue that CSR distracts from the fundamental economic role of businesses; others argue that it is nothing more than superficial window-dressing; others yet argue that it is an attempt to pre-empt the role of governments as a watchdog over powerful multinational corporations. Corporate Social Responsibility has been redefined throughout the years. However, it essentially is titled to aid to an organization's mission as well as a guide to what the company stands for and will uphold to its consumers.
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Measuring Return on Social Development Initiatives
Many corporations are engaging in voluntary initiatives that are associated with community development and other related social sector issues. Companies are beginning to realize that applying their energies to solving the important issues of the social sector can powerfully stimulate their own business development.
How do these programs become embedded in the corporate culture? How do these corporate social development initiatives factor into the overall value of the business? From the investor's perspective, how important are they and how do they add shareholder value?