Article2018

CSR Dynamics in the Midst of Competing Injunctions: The case of Danone

Magalie Marais · Emmanuelle Reynaud · Laurent Vilanova

49 citations0/0 files storedEuropean Management Review

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Corporate Social Responsibility Reporting Management and Organizational Studies Corporate Social Responsibility and Sustainability

Abstract

This study examines how firms manage competing injunctions for corporate social responsibility (CSR) across time. We first develop a theory of CSR dynamics that accounts for the idea that a firm's actual CSR (what the firm does) and its professed CSR (what it says it does): (i) depend on both internal injunctions (a firm's identity orientation) and external injunctions (stakeholder demands); and (ii) are not necessarily constant over time, that is, there might be discernible phases of CSR. We illustrate our theory with a longitudinal case study of Danone, a French food‐processing company. We show that in the midst of conflicting injunctions, Danone adopted a multi‐phase strategy that consisted of proactively managing opponents in the short term to better impose CSR in the long term. During the different phases, decoupling actual from professed CSR was a key instrument to maintain organizational cohesion.

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References

1977Institutionalized Organizations: Formal Structure as Myth and Ceremony 1984Upper Echelons: The Organization as a Reflection of Its Top Managers 1979The External Control of Organizations: A Resource Dependence Perspective 1995The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications 2001Corporate Social Responsibility: A Theory of the Firm Perspective 1991Strategic Responses to Institutional Processes 1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts 1993The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster

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