Building upon the thesis of Baden and Harwood (2013) that "terminology matters" in describing sustainability programs and corporate social responsibility reporting efforts, this chapter examines how an organization rhetorically self-defines its specific degree or level of "responsibility" in a particular industry or within an industry sector in its actions as well as its non-financial reporting efforts. Starbucks's evolution in developing sustainability programs and their sustainability reporting over a 12-year period are examined as a case example. Being both praised and criticized, Starbucks provides an instructive example of the evolution of corporate responsibility in a customer-facing enterprise. A model of both internal and external drivers of corporate social responsibility and sustainability progress is proposed and applied to the Starbucks case.
|Title of host publication||Empowering Organizations through Corporate Social Responsibility|
|Number of pages||17|
|ISBN (Print)||1466672943, 9781466672949|
|Publication status||Published - 30 Nov 2014|