The innovative firm needs to balance ideas and control. Or, as business people tempt to say: creativity and management. Management control systems have traditionally been an exercise underlying controlling rather than nurturing ideas. Robert Simons widens the domain of controls to include communication, CSR and sustainability. http://dyrhagen.wordpress.com/2009/03/12/balancing-creativity-control/

Why are Danish companies reluctant to communicate about their corporate social responsibility? The answer is simple: Danish corporate executives prefer to be endorsed by third-parties rather than being accused for social- and greenwashing. http://dyrhagen.wordpress.com/2009/02/16/csr-is-not-a-communicative-brand-device/

If you cannot change the outside world, the doctrine of evolution has taught us that adapting to the environment can be a strategy to survive and then dominate. A company only face these two alternatives when managing its relations to external stakeholders. http://dyrhagen.wordpress.com/2009/02/15/influence-or-adaptation-the-dilemma-of-stakeholder-relations/

Any product is directly or indirectly influenced by political decision-making. They set the rules to the the manufacturing of; transaction of; or the product itself. At any time, though, the rules are changeable and negotiable at the macro-level. The company's success depends on the ability to act according to the rules of the game – or have them amended! http://dyrhagen.wordpress.com/2009/02/11/understanding-politics-is-understanding-business-environment/

Corporate Social Responsibility is not only a license-to-operate-device. If the company manages to understand its stakeholders' needs, it is a sustainable business model. Only then can the enterprise maximize stakeholder's - and shareholders - value. http://dyrhagen.wordpress.com/2009/02/09/csr-a-source-of-innovation/