Introduction The article “Strategy & Society: The Link between Competitive Advantage and Corporate Social Responsibility” by Michael E. Porter and Mark R. Kramer sets out to demonstrate the importance of corporate social responsibility (CSR) in today’s business environment. The authors are accredited experts in the field of CSR and are therefore better placed to shed some light on how business entities can improve the social and environmental consequences of their activities. Throughout the paper, the authors highlight the successes that CSR concepts have had in making businesses socially and environmentally friendly. They also discuss the common misconceptions held by businesses in regard to the application and impact of CSR to business practices. This paper shall discuss some of the arguments forwarded by the authors in regard to the general understanding of CSR, its importance in strategy formulation, and demonstrate the strengths and weaknesses of the authors’ points. Article Review The authors begin by stating that while CSR is currently an inescapable priority to businesses due to pressure from the government, media and activists, the efforts by businesses to account for the environmental and social consequences of their activities have not reached their maximum potential. From this observation, the authors theorize that strategic CSR is characterized by the acknowledgement of the interdependence between the company and the society (Porter & Kramer, 2006). To support this theory, the authors claim that the inadequacies exhibited by companies in their effort to showcase CSR is as a result of the fact that the ranking used to measure CSR performance of companies put them against society, and force companies to view CSR generically as opposed to ways that can improve the firms competitiveness. The authors emphasize on shared value as the central concept of their article. According to the authors, the successful integration of business and society relies primarily on decision making processes that produce beneficial choices to both parties. They argue that CSR is currently inefficient because business and society focus their attention on the tension that exists between them rather than their intersection (Porter & Kramer, 2006). To solve this issue, the authors suggest that a company should identify the points of intersection, choose the social issue to address, create a corporate social agenda, integrate inside-out and outside-in practices, and create a social dimension to the value proposition. The central argument of the paper is that current approaches used to facilitate CSR are separated from the business to an extent whereby many companies fail to seize the great opportunities that can effectively benefit society. According to the authors, moral obligation, sustainability, license to operate and reputation have been used to justify and define CSR. These four concepts are the specific hypotheses for this article. The authors use quantitative research methods (correlative, case study and descriptive research designs) to test these hypotheses. Through these research designs, Porter and Kramer (2006) provide proof of how each concept can be used to form a case for CSR. They also show how each conce