Mapping and measuring Corporate Social Responsibility in the Balanced Scorecard model: a case study

Many models have been proposed to integrate Corporate Social Responsibility into the day-to-day business. One of the emerging models in this sense is based on the Balanced Scorecard. Most of the literature that tries to define and map social responsibility in the Balanced Scorecard adopts one of three main approaches. Starting from one of these, in this paper we provide both theoretical and empirical work that contributes to the interdisciplinary debate about the CSR phenomenon. We show how the Balanced Scorecard model might be adapted for a successful integration, management and control of CSR issues in the business activities of a government-owned company.