This practical guide is designed to help business leaders and their managers understand how to assess the impact of corporate social responsibility factors on their core business strategy and operations, and help them identify and prioritize between subsequent options and resulting business opportunities. My impression is that this book should be compulsory reading for all company managers in a world where business is starting to take social responsibility extremely seriously, for many reasons. The steps provided in the book represent an admirable framework for company management to structure their approach to integrating social, ethical and environmental issues into the core of their business. The book is packed full of a wealth of references to real cases of CSR, using these to illustrate the mistakes companies can make and the essential nature of stakeholder inclusivity. As well as being an excellent book for practitioners and managers at all levels within companies, this book is an ideal reference for undergraduate and postgraduate students following courses which include a CSR component. I will certainly be referencing it on my own course on corporate governance and accountability. - New Academy Review, Autumn 2004 | | ...I would strongly recommend it as an essential text for all those in business working in this area. - The Corporate Citizen Vol. 4 Issue 3 (2004) | | The core message throughout the book is the need for companies to embrace CSR without being impeded by two main hindrances: fear that puts companies in a defensive position, and treating CSR as a "bolt-on" to business rather than a "built-in" strategy. The ultimate goal, therefore, is to create an environment where numerous CSOs are possible. - Corporate Responsibility Management 1.1 (August/September 2004) | | ... proposes a practical seven-step process to help business leaders ... instead of "bolt on", CSR can become a valuable "built in". - Industry and Environment, April-September 2004