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Purpose – This paper aims to compare the CSR strategy, stakeholder engagement and overseas approaches of six leading companies that have large potential environmental and social impacts, influential stakeholders and notable CSR actions. Design/methodology/approach – This is an exploratory survey based on interviews with senior executives from British and Brazilian companies operating in the steel, petroleum and retail sectors, that makes comparisons between and within them. Findings – The British companies interviewed are more rule-based, adopt an implicit CSR approach, react to stakeholders' demands based on moral motives, and focus on environmental issues. The Brazilian companies reviewed in this study adopt an explicit CSR approach, have relational motives to engage with stakeholders, and are more concerned with building a responsible image and narrowing social gaps. Research limitations/implications – The survey is based on the perceptions of the senior executives interviewed, which may or may not correspond to actual practices. The sample size restricts generalisation of the results, and the specific firms interviewed may not represent the prevailing CSR business strategy in their respective countries. Practical implications – British companies can learn from the Brazilian experience how to become more innovative in a broader approach to CSR. Brazil should reinforce its legal framework to provide a more systematic and rule-based approach to CSR, close to the UK experience. Originality/value – The way CSR is conceived and implemented depends on the ethical, socioeconomic, legal and institutional environment of the country in which the firm operates.
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