Radicalism and corporate social responsibility: unlikely partners?

Abstract

Purpose

The purpose of this paper is to examine the dichotomy of radicalism and reformism in the corporate social responsibility (CSR)/sustainability literature, where the reform position is described as mainstream, where sustainability is delivered by governance mechanisms, regulation and planning, internalising costs, and redesigning industrial processes. Radical critiques of this position argue that reformists have “claimed” the CSR debate and therefore disempowered those who would bring about more fundamental changes. The alternative radical position is described as a countercurrent, an ecocentric approach requiring change in economic and political systems.

Design/methodology/approach

The paper reviews some of the thinking in this area to assess whether a truly radical position is possible to affect change or whether the forces of incrementalism allow gentle resistance to the status quo, which will be more effective in closing the sustainability gap.

Findings

The paper maps some of the models described within it to assess where each lies in the radical‐reformist continuum.

Research limitations/implications

The findings should allow an assessment of the possibilities for CSR to become more radical in approach. However, this needs further empirical testing.

Originality/value

The mapping is an original contribution to the area.

Citation

Jallow, K. (2009), "Radicalism and corporate social responsibility: unlikely partners?", Management of Environmental Quality, Vol. 20 No. 3, pp. 321-334. https://doi.org/10.1108/14777830910950711