Wykorzystanie sprzeczności w firmach do budowy dynamicznego modelu CSR
The use of contradiction in the companies to build a dynamic model of CSR strategy

Summary/Abstract: The main assumption of the article is to illustrate the problems involved in finding a strategy model based on the concept of CSR, and tailored to the needs and challenges emerging during the process of CSR implementation in the organization. The article presents the groups of contradictions which interchangeably complicate and boost the management inspired by CSR. The author hypothesizes that there is no single correct model of CSR strategy but only certain areas to help in building the competitiveness of the company, using opportunities and strengths in a dynamic way and avoiding the threats and weaknesses of the organization. The author summarizes the relevant literature and proposes a model of the socially responsible organization. This model presents organizational CSR as an approach to improve the understanding and creation of innovations by interactions with organizational stakeholders.

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