Do stakeholders really demand CSR? Is sustainable competitive advantage just a myth?

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

First, on a theoretical level and in terms of corporate disclosure on corporate social responsibility (CSR), a large gap in how the economic view and the CSR view of competition are represented was noticed. Second, the limitations of the competitive advantage obtained by CSR strategy was observed while the “demand for virtue” is weak even if the stakeholders’ “expectations” for responsible practices are strong. The author proposes a typology of CSR strategies related to competitive situations. Third, the author underlines the paradox of the CSR competitive advantage: specifically, it is gained only if not imitable, i.e. if companies prevent the mimetic practices which could spread best practices for sustainable development.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2016), "Do stakeholders really demand CSR? Is sustainable competitive advantage just a myth?", Strategic Direction, Vol. 32 No. 11, pp. 13-15. https://doi.org/10.1108/SD-08-2016-0115