Corporate responsibility management in fast fashion companies: the Gap Inc. case

Abstract

Purpose The purpose of this paper is to describe the strategic role of corporate social responsibility (CSR) in global fast fashion companies. Design/methodology/approach Drawing on the management literature on CSR, corporate social performance and the benefits of a socially responsible behaviour, a conceptual framework of corporate responsibility management is presented. The Gap Inc. case is analyzed to prove how CSR commitment creates stakeholder partnerships and improves corporate brand image. Findings The main output of corporate responsibility management is solid stakeholder relationships resulting in: employee attraction and motivation, powerful brand, enhanced consumer perceptions, profitability. Through the corporate responsibility management process, fast fashion companies can obtain a sustainable development. Originality/value Existing CSR research is primarily focused on a specific level of analysis. Instead the corporate responsibility management framework aims to contribute to a comprehensive analysis of CSR. Moreover it addresses the role of CSR practices in the fast fashion sector which has been rarely investigated to date.

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