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Mainsteaming Corporate Social Responsibility: A Triadic Challenge from a General Management Perspective

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Professionals' Perspectives of Corporate Social Responsibility

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Abstract

Based upon an examination of CSR initiatives of approximately 75 companies, this study examines how programs of corporate social responsibility (CSR) are designed, implemented, and monitored. Specifically, three key and interconnected challenges, which should be considered when companies embed CSR in their organizational processes, are identified: an action challenge, an activation challenge, and an aspiration challenge (referred to as the ‘3A framework for mainstreaming CSR in a company’). The objectives for mainstreaming CSR can be reached through the combination and interplay between the development of societal understanding and ongoing dialogue and engagement between the company and its stakeholders; the presence and maintenance of relevant skills and competencies at the various levels of the company; and CSR-related capacities linked to the existence of actual CSR leadership within the company.

Interplay and interaction are the integral parts of music—they’re as important as the notes

John McLaughlin

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Notes

  1. 1.

    Note: We have not ourselves investigated all of these companies and their programs. Instead we rely on CSR Europe that has organized the collection of the companies and their CSR initiatives before allowing them to be published on CSR Europe’s Website.

  2. 2.

    It should be noted that it is possible to act in the interests of stakeholders without actually engaging with them. Many contemporary companies carry out philanthropic activities and similar discretionary practices, such as employee volunteerism and donations to the local community. Whilst these initiatives certainly contribute, at least to some extent, to the improvement of societal well-being, they often do not entail stakeholder consultation.

  3. 3.

    Here we do not consider how power might intersect with these capacities, but instead refer to our subsequent discussion of the study’s limitations.

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Acknowledgments

We wish to thank the editors and the reviewers for their helpful suggestions as to how to improve our chapter.

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Authors and Affiliations

  1. Université Catholique de Louvain, Louvain-la-Neuve, Belgium

    François Maon

  2. Université Catholique de Louvain and IESEG School of Management, Louvain-la-Neuve, Belgium

    Valérie Swaen

  3. University of Hull Business School, Hull, UK

    Adam Lindgreen

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  1. London Metropolitan Business School, London Metropolitan University, Moorgate 84, London, EC2M 6SQ, United Kingdom

    Samuel O. Idowu

  2. Wissenschaften Hamburg, Hochschule für Angewandte, Lohbruegger Kirchstr. 65, Hamburg, 21033, Germany

    Walter Leal Filho

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Maon, F., Swaen, V., Lindgreen, A. (2009). Mainsteaming Corporate Social Responsibility: A Triadic Challenge from a General Management Perspective. In: Idowu, S., Leal Filho, W. (eds) Professionals' Perspectives of Corporate Social Responsibility. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-02630-0_5

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