Strategic Direction

Purpose – This paper aims to review a report on recent qualitative research illustrating how equal opportunity ideals as part of corporate CSR identity project are practices on the local level.

Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments.

Findings – The role corporate social responsibility (CSR) can play in successful business models is by now not a new idea. Becoming more ethical, the business media has long told us, will improve the bottom line. The understanding is that shareholders now care more and more about social and environmental issues, so retaining their investment involves showing concern too. Customers too are savvy these days, and want to know where products are sourced, who is making them and what the impact on the planet is before they will buy. Many organizations across the world have responded to these demands by implementing some sort of CSR policy: brands are being realigned with ethics, hiring strategies are broadening, and end of year reports now often include notes on action in this area.

Practical implications – There are implications for managers who work with CSR initiatives and corporate identity, who are advised to consider CSR as a participative process.

Originality/value – Provides a case study on how CSR can fail to translate from ideal to practice, and offers advice on steps to overcome this.