Bringing theory to practice: how to extract value from corporate social responsibility

Abstract

Purpose – This contribution aims to clarify the role of corporate social responsibility (CSR) as an issue of governance and a strategic tool more than a mere communication activity, with a potential impact on both organizations and their economic and financial performance. Design/methodology/approach – The paper provides an overview of the literature contribution on CSR and its impact on value, offering a new conceptual model useful both for managers and relevant stakeholders in assessing, through an integrated approach, the company performance. Findings – The analysis focuses on how CSR investments can create value for companies and for stakeholders in general. This can occur if the related benefits exceed the related costs, generating a favorable balance toward what we called the virtuous cycle of CSR. This cycle is made up of four steps – decision, design, action and result – that define a potential value creation path that a responsible firm can take, assuming that it integrates a social agenda into its competitive strategy and assuming that the market appreciates real and effective social efforts of companies. Research limitations/implications – Because the descriptive chosen approach, the research could be enriched with a quantitative analysis to test the proposed propositions further. Originality/value – This paper fulfils the need, identified in the major literature, of a temporary ceasefire on corporate social performance and its link to financial performance, focusing on tools and instruments that can practically modify the companies' approach to CSR and the evaluation processes of its impact on business, strategy and disclosure.