Corporate social responsibility: making sense through thinking and acting

Business Ethics: A European Review 15 (4):380-389 (2006)
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This article investigates how companies make sense of CSR. It is based on an explorative comparative case study of 18 companies in the Netherlands using background information, interviews and annual reports. Initially, the sensemaking process of CSR is guided and coordinated by change agents who are specifically appointed to explore the implementation of CSR in their company. These change agents initiate the CSR process within their own organisations. The meaning they develop stems from their personal and organisational values and frames of reference. By attuning the vocabulary of CSR to the language of their colleagues, they aim to gain support for this undertaking in their organisation. This sensemaking procedure can be divided into pragmatic, external, procedural, policy‐oriented and value‐driven processes. The capability of an organisation to embed CSR is the result of trial and error, personal preferences and the use of language by the change agent that fits the (dynamic) situation at hand. Thus, each organisation needs a tailor‐made approach to implement CSR successfully.



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Corporate social responsibility: Making sense through thinking and acting.Jacqueline Cramer, Angela van der Heijden & Jan Jonker - 2006 - Business Ethics, the Environment and Responsibility 15 (4):380–389.
Corporate social responsibility: making sense through thinking and acting.Angela Van Der Heijden Jacqueline Cramer - 2006 - Business Ethics, the Environment and Responsibility 15 (4):380-389.


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The balanced company: a theory of corporate integrity.Muel Kaptein - 2002 - New York: Oxford University Press. Edited by Johan Ferdinand Dietrich Bernardus Wempe.
Managing for Organizational Integrity.Lynn S. Paine - 1994 - Harvard Business Review 72 (2):106-117.

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