Understanding issue complexity when building a socially responsible brand Polonsky, Michael and Jevons, Colin 2006, Understanding issue complexity when building a socially responsible brand, European business review, vol. 18, no. 5, pp. 340-349, doi: 10.1108/09555340610686930. Attached Files Name Description MIMEType Size Downloads polonsky-understandingissuecomplexity-2006.pdf Author's post-print application/pdf 66.13KB 1238 Title Understanding issue complexity when building a socially responsible brand Author(s) Polonsky, Michael orcid.org/0000-0003-2395-1311 Jevons, Colin Journal name European business review Volume number 18 Issue number 5 Start page 340 End page 349 Publisher Emerald Place of publication Bingley, England Publication date 2006 ISSN 0955-534X 1758-7107 Summary Purpose of the Manuscript- To discusses the importance of understanding Corporate Social Responsibility (CSR) by analysing the issues that comprise CSR. Without this understanding it will not be possible for organisations to develop responsible brands. Approach – The paper draws on the existing business and marketing literature to define four aspects of issue complexity. It also draws on a range of real and hypothetical examples affecting local and global organisations to explain the four components. Limitations – The work is conceptual in nature and additional research needs to be undertaken to better understand how organisations define the CSR issues that they will integrate into activities and how the management of these issues can be undertaken to ensure system wide implementation. Practical Implications – The work suggests that by understanding the four components of issues complexity organisations will be in a better position to integrate CSR related branding. Without understanding these issues, organisations may potentially unintentionally exaggerate claims or set themselves up to be criticised that they are unfairly exploiting consumers’ interest in CSR issues. Value- Previous research has documented the value of CSR, but to date there have been only limited attempts to systematically examine how managers could know whether they have considered the issue completely and realistically. Notes Reproduced with the kind permission of the copyright owner. Language eng DOI 10.1108/09555340610686930 Field of Research 150503 Marketing Management (incl Strategy and Customer Relations) HERDC Research category C1.1 Refereed article in a scholarly journal Copyright notice ©2006, Emerald Group Publishing Persistent URL http://hdl.handle.net/10536/DRO/DU:30016287 Document type: Journal Article Collections: School of Management and Marketing Higher Education Research Group Open Access Collection Related Links Link Description Connect to published version (restricted access) Go to link with your DU access privileges     Unless expressly stated otherwise, the copyright for items in DRO is owned by the author, with all rights reserved. Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au. Versions Version Filter Type Wed, 29 Apr 2009, 10:39:12 EST Wed, 29 Apr 2009, 10:44:18 EST Wed, 29 Apr 2009, 10:46:55 EST Thu, 11 Jun 2009, 15:37:58 EST Tue, 20 Oct 2009, 14:19:40 EST Thu, 05 Nov 2009, 10:33:03 EST Thu, 19 Nov 2009, 10:19:51 EST Fri, 20 Nov 2009, 09:21:48 EST Fri, 06 Jul 2012, 13:21:52 EST Mon, 16 Jun 2014, 11:11:10 EST Filtered Full Citation counts:   Cited 0 times in TR Web of Science Cited 30 times in Scopus Search Google Scholar Access Statistics: 628 Abstract Views, 1238 File Downloads  -  Detailed Statistics Created: Wed, 29 Apr 2009, 10:39:10 EST by Rachael Wilson

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