When Is There a Sustainability Case for CSR? Pathways to Environmental and Social Performance Improvements

dc.contributorAalto-yliopistofi
dc.contributorAalto Universityen
dc.contributor.authorHalme, Minnaen_US
dc.contributor.authorRintamäki, Jukkaen_US
dc.contributor.authorKnudsen, Jette Steenen_US
dc.contributor.authorLankoski, Leenaen_US
dc.contributor.authorKuisma, Mikaen_US
dc.contributor.departmentDepartment of Management Studiesen
dc.contributor.groupauthorSustainability in Businessen
dc.contributor.organizationTufts Universityen_US
dc.contributor.organizationCity University of Londonen_US
dc.date.accessioned2018-05-22T14:29:25Z
dc.date.available2018-05-22T14:29:25Z
dc.date.issued2020-07-01en_US
dc.description.abstractLittle is known about when corporate social responsibility (CSR) leads to a sustainability case (i.e., to improvements in environmental and social performance). 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 (fsQCA) to an extensive dataset from 19 large companies. We discover that different pathways are associated with environmental and social performance (non)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.en
dc.description.versionPeer revieweden
dc.format.extent47
dc.format.mimetypeapplication/pdfen_US
dc.identifier.citationHalme, M, Rintamäki, J, Knudsen, J S, Lankoski, L & Kuisma, M 2020, ' When Is There a Sustainability Case for CSR? Pathways to Environmental and Social Performance Improvements ', Business and Society, vol. 59, no. 6, pp. 1181-1227 . https://doi.org/10.1177/0007650318755648en
dc.identifier.doi10.1177/0007650318755648en_US
dc.identifier.issn0007-6503
dc.identifier.otherPURE UUID: 12c079fa-7b63-46d1-bb94-467be3e24e41en_US
dc.identifier.otherPURE ITEMURL: https://research.aalto.fi/en/publications/12c079fa-7b63-46d1-bb94-467be3e24e41en_US
dc.identifier.otherPURE LINK: http://www.scopus.com/inward/record.url?scp=85044398487&partnerID=8YFLogxKen_US
dc.identifier.otherPURE FILEURL: https://research.aalto.fi/files/28581061/Halme_et_al._Sustainability_Case_BAS_2018_1.pdfen_US
dc.identifier.urihttps://aaltodoc.aalto.fi/handle/123456789/30766
dc.identifier.urnURN:NBN:fi:aalto-201805222206
dc.language.isoenen
dc.relation.ispartofseriesBusiness and Societyen
dc.rightsopenAccessen
dc.subject.keywordcorporate social performanceen_US
dc.subject.keywordcorporate social responsibility (CSR)en_US
dc.subject.keywordenvironmental performanceen_US
dc.subject.keywordQCAen_US
dc.subject.keywordsustainabilityen_US
dc.titleWhen Is There a Sustainability Case for CSR? Pathways to Environmental and Social Performance Improvementsen
dc.typeA1 Alkuperäisartikkeli tieteellisessä aikakauslehdessäfi
dc.type.versionacceptedVersion
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