Abstract:The article presents the author's model of maturity of corporate social responsibility, which covers two main dimensions: cultural and strategic, and five levels of maturity. Each dimension contains a number of characteristics that describe it, and the description differs for each level. The cultural dimension is related to the concepts of the culture of stakeholders presented by Maon, Lindgreen and Swaen (2010), and previous proposals by Jones, Felps and Bigley (2007), and contains one variable: a stakeholder culture type. The second dimension, strategic, contains two sub-dimensions. The first one is the type of CSR (the distinction between the type of corporate social responsibility), referring to the concepts of Kourula andHalme (2008), andRangan et al. (2012). The second sub-dimension is the sphere of influence concept, or the limits of corporate responsibility that it is willing to accept - based on Wood's (2012) and Baumol's (1970) concepts. Depending on the company's culture of stakeholders, the type of CSR involved, and the sphere of influence involved, the enterprise can be found at one of five levels of maturity: Elementary, Engaged, Innovative, Integrated, or Transformational. Purpose: The article is an attempt of conceptualization CSR according to a more dynamic application orientated perspective. The aim is understanding in what way the social responsibility can develop and root in the company's management system. The use of the maturity model will allow managers to determine at what stage of CSR development their company is located.

Maturity models can be treated as a guide for managers, translating knowledge into concrete actions to change and improve the organization. Their primary role is first of all to enable the diagnosis of the current state and to indicate the direction of activities allowing to eliminate all missing skills in a specific field. Maturity models related to corporate social responsibility management generally contain similar components (dimensions) and propose five to seven stages of maturity. However, since their publication, new concepts have emerged, deepening understanding and organizing the very complex domain of CSR. The aim of the article is to consider the possibility of including in the CSR maturity model two dimensions derived from newer concepts of corporate social responsibility: the type of CSR and spheres of influence. These dimensions meet the condition of disconnection and gradability, and complement the earlier models. Keywords: maturity model, corporate social responsibility, type of CSR, sphere of influence Streszczenie: Modele dojrzałości można traktować jako przewodnik dla menedżerów, przekładając wiedzę na konkretne działania mające na celu zmianę i ulepszenie organizacji. Ich podstawową rolą jest przede wszystkim umożliwienie diagnozy obecnego stanu i wskazanie kierunku działań pozwalających wyeliminować wszystkie brakujące umiejętności w określonej dziedzinie. Modele dojrzałości związane z zarządzaniem odpowiedzialnością społeczną na ogół zawierają podobne elementy (wymiary) i proponują pięć do siedmiu etapów dojrzałości. Jednak od czasu ich publikacji pojawiły się nowe koncepcje, pogłębiające zrozumienie i organizowanie bardzo złożonej domeny CSR. Celem artykułu jest rozważenie możliwości uwzględnienia w modelu dojrzałości CSR dwóch wymiarów wywodzących się z nowszych koncepcji społecznej odpowiedzialności biznesu: rodzaju CSR i sfer wpływów. Wymiary te spełniają warunek rozłączności i stopniowalności oraz uzupełniają wcześniejsze modele. Słowa kluczowe: model dojrzałości, społeczna odpowiedzialność biznesu, typ CSR, sfera wpływu.

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Information and communication technologies (ICT) have allowed the modification of many research methods based on communication. One of them is the Delphi method, especially e-Delphi. The two main areas of application of the Delphi method are traditional forecasting, but recently also the conceptual framework development of a model or theory, especially in complex domains and those where empirical research is lacking. The aim of the study was to assess the substantive accuracy (validation) of the enterprise reputation management maturity model (CR3M) using the modified e-Delphi. The final model will be tested in selected companies in the future (in the next stage of the research). Maturity models have long been regarded as tools for assessing skills in some field. The CR3M model originally included 96 practices (in four areas: communication management, corporate social responsibility, reputational risk and quality), the implementation of which was considered to be a maturity indicator. The basis for the development of the model was the literature on the subject and the existing partial maturity models. Ten experts (five theorists and five practitioners) participated in the study and assessed the appropriateness of including practices in the model and their validity, using a 5-point Likert scale. The questionnaire consisted of three questions. In two rounds of the Delphi study, an expert consensus was reached (in accordance with a priori established indicators) regarding the retention 70 out of 96 practices originally included in the model (26 deleted). The model retained 18 practices in the area of Communication Management, 14 practices in the area of Corporate Social Responsibility, 18 practices in the field of Reputation Risk Management and 20 practices in the field of Quality Management. Modification of the maturity model-reducing the number of practices included in the model increased its applicability. At the same time, 89% of experts found the presented maturity model a useful tool for self-assessment and improvement of reputation management. The modified e-Delphi procedure can be considered as an effective methodology for validating complex conceptual models.

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