Document Type

Article

Publication Date

12-2011

Abstract

In this paper I examine the dilemma between being a market leader and a corporate citizen in the case of Hindustan Unilever Ltd. Grounded in secondary data collected from various published sources, I uncover the contradictions that underlie the positive picture of Hindustan Unilever's CSR activities. By drawing on corporate social responsibility and stakeholder theories, I highlight how difficult it is to categorise an organisation as solely positive or negative in its impact on its social and physical environment. I conclude by arguing that we need more sophisticated evaluative frameworks to understand and evaluate real-world initiatives in this area.

Publisher's Statement

© Greenleaf Publishing 2011. Article deposited here in compliance with publisher policies. Publisher's version of record: https://doi.org/10.9774/GLEAF.4700.2011.wi.00003

Publication Title

The Journal of Corporate Citizenship

Version

Publisher's PDF

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