Duygu TürkerTurker, Duygu2025-10-0620189783319917108978331991709221967075, 219670832196-70752196-708310.1007/978-3-319-91710-8_32-s2.0-85130800501https://www.scopus.com/inward/record.uri?eid=2-s2.0-85130800501&doi=10.1007%2F978-3-319-91710-8_3&partnerID=40&md5=7c1eb2275df701fff935ca1b97fe673fhttps://gcris.yasar.edu.tr/handle/123456789/9598https://doi.org/10.1007/978-3-319-91710-8_3Aligning CSR into strategic management process and identifying a social responsibility strategy (SRS) are two different but closely interrelated trajectories in the literature. Since the latter can be viewed as a by-product of former the first and foremost task should be to configure how to integrate CSR into this process by considering its cross-functional as well as external environmental linkages. The current chapter proposes that a company should align its SRS based on its overall mission vision strategy stakeholders and so on. Considering the critical fault line of strategic management literature in between industrial organization view and resource-based view the current chapter provide a model with four positions (proactive external-orientation minimalist and internal orientation) on how to align CSR into strategic direction of company. Each position is described in terms of its emphasis on industrial/market conditions and resources and capabilities in line with the task institutional and global environmental layers. © 2022 Elsevier B.V. All rights reserved.Englishinfo:eu-repo/semantics/closedAccessBook Part