Making sense of Corporate Social Responsibility: Exploring organizational processes and strategies |
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| Authors: | Angela van der Heijden Peter PJ Driessen Jacqueline M Cramer |
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| Institution: | 1. The University of Auckland, 12 Grafton Road, Auckland 1142, New Zealand;2. University of Pretoria, South Africa;1. DBA, Otago Business School, University of Otago, 60 Clyde Street, Dunedin, 9016, New Zealand;2. Department of Management, Otago Business School, University of Otago, 60 Clyde Street, Dunedin, 9016, New Zealand;3. Centre for Health Systems and Technology, Otago Business School, University of Otago, 60 Clyde Street, Dunedin, 9016, New Zealand;1. FHWien der WKW University of Applied Sciences for Management & Communication, Waehringer Gürtel 97, 1180 Vienna, Austria;2. University of Vienna, Universitaetsring 1, 1010 Vienna, Austria;1. Scuola Superiore Sant’Anna – Institute of Management, Piazza Martiri della Libertà 33, 56127, Pisa, Italy;2. Catholic University of Milan, Department of Economic and Business Management Sciences, Largo A. Gemelli 1, 20123, Milano, Italy;3. Lancaster University, Department of Management Science, Bailrigg, Lancaster, LA1 4YW, United Kingdom;1. School of Civil Engineering and Built Environment, Queensland University of Technology, 2 George Street, Brisbane, QLD, Australia;2. School of Civil and Transportation Engineering, South China University of Technology, 381 Wushan Rd, Guangzhou, 510640, China;3. School of Civil Engineering and Architecture, Zhejiang Sci-tech University, Xiasha Campus, Hangzhou, 310018, China |
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| Abstract: | This article describes and analyzes how company members make sense of Corporate Social Responsibility (CSR). The research question focuses on organizational processes of structuring CSR in practice: How do CSR sensemaking processes in companies work and is it possible to discern process strategies?Based on universal sensemaking theories, a conceptual framework is developed to analyze CSR sensemaking in practice. When the framework is used to analyze the experiences of 18 companies we are able to characterize internal CSR sensemaking as a process that consists of a three-stage cycle with an important role for change agents. Further, we conclude that the companies develop unique interpretations of the three-stage cycle. Grouping the processes, we discern two strategies of communicating and acting that stimulate the involvement of people and embed CSR values in the company. |
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