Business and Society 59 (6):1181-1227 (2020)

Abstract
Little is known about when corporate social responsibility leads to a sustainability case. Building on various forms of decoupling, we develop a theoretical framework for examining pathways from institutional pressures through CSR management to sustainability performance. To empirically identify such pathways, we apply fuzzy-set qualitative comparative analysis to an extensive dataset from 19 large companies. We discover that different pathways are associated with environmental and social performance improvements, and that pathways to success and failure are for the most part not symmetrical. We identify two pathways to improved environmental performance: an exogenous and an endogenous one. We find two pathways to improved social performance that both involve integrating social responsibility into the core business. Pathways to nonimprovements are multiple, suggesting that failure can occur in a number of ways, while there are only a few pathways to sustainability performance improvements.
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DOI 10.1177/0007650318755648
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References found in this work BETA

Pluralism in Political Corporate Social Responsibility.Jukka Mäkinen & Arno Kourula - 2012 - Business Ethics Quarterly 22 (4):649-678.

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