Authenticity shortage of corporate social responsibility

Abstract

Has corporate social responsibility (CSR) ever been authentic, and if not, is that bad? This paper critically extends the lively debate on domestic versus overseas CSR in four ways: First, it identifies CSR to be a trouble spot in the global strategy field. Second, it amplifies the scope of a motive-related view on CSR. Third, it offers three disputable answers to the question if CSR cuts into profits. Fourth, it gets an interdisciplinary perspective on the so far rather management-focused board of the CSR boat. The article propels to advance CSR research as it shifts the agreed-upon spotlight of attention to advocate a less mainstream perspective: Does the driving force behind CSR matter?