Abstract
The article discusses practical issues involved in the development and promotion of corporate social responsibility (CSR). It is said that there is a dearth of empirical and theoretical evidence to inform the implementation of CSR, particularly from a dynamic perspective. The need for criteria by which to judge CSR policies, and strategic planning methods for organizing changes, is also stressed. Results are presented from a study which focused on the development of a corporate culture of CSR. A dynamic model derived from this information is presented. Teleological, dialectical and life cycle aspects of the changes are emphasized.
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