Companies implement corporate social responsibility (CSR) as a way to present an environmentally responsible image and therefore gain legitimacy in the eyes of their stakeholders. But some companies don’t actually live up to their claims.
Some businesses claim to be doing good for the environment, but don’t. Often they undertake green projects only for marketing purposes or to brand their products. Or they do only what legislation and stakeholder pressure force them to.
But others use CSR to achieve long-term competitive advantages. They see these “sustainable strategies” as a core part of their overall corporate strategy. They align their social commitments with their business objectives. They commit to responsible business practices that reduce their carbon footprint and minimise negative environmental impact.
To understand better the strategic corporate social responsibility, we analysed relevant studies and theories on CSR strategies. We concluded that companies disclose positive communication while they undertake irresponsible practices. We distinguish two types of CSR strategies:
those introduced to cope with environmental and social legislation and the stakeholders’ pressure (responsive CSR); and
strategies considering CSR as a differentiation process aligning social, environmental and financial performances.
In a second study, we examined how corporate lobbying could help businesses overcome their irresponsible actions and improve their CSR strategy,...
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