Journal of Management and Organizations Strategy
Volume 2, Numéro 3, Pages 13-18
2020-12-30

Sustainability And Corporate Social Responsibility (csr)



Authors : Houari Mansouri .

Abstract

This paper explores the principles and practices of Sustainability and Corporate Social Responsibility (CSR) by examining three interconnected components: the Triple Bottom Line (TBL), CSR implementation strategies, and stakeholder engagement. The TBL framework, introduced by Elkington (1997), expands the traditional concept of business success beyond financial profit to include social and environmental responsibilities. It emphasizes long-term economic value through ethical practices, social equity by ensuring fair labor and community well-being, and environmental protection via sustainable resource use (Savitz & Weber, 2014; Carroll & Shabana, 2010; Gibson, 2006). By aligning corporate actions with these three pillars, companies can contribute to sustainable development while remaining resilient in a changing global context. The second section highlights how CSR principles are translated into organizational strategies. Effective CSR requires alignment with the company’s mission and stakeholder expectations, often using tools like the UN Sustainable Development Goals and ESG metrics to guide performance (UN Global Compact, 2019; Eccles & Krzus, 2018). Implementation involves cross-functional collaboration across departments, integration into company culture, and strong governance mechanisms such as CSR committees (Porter & Kramer, 2006; Brammer et al., 2012). Companies like Unilever and Patagonia demonstrate how purpose-driven leadership and employee engagement can drive innovation and public trust (Lubin & Esty, 2010). Transparency in reporting and avoiding practices like greenwashing are essential for credibility (Delmas & Burbano, 2011). Finally, the paper examines stakeholder engagement as a vital element of sustainability. Stakeholders include a broad range of actors beyond shareholders—such as employees, communities, regulators, and even the environment (Freeman, 1984). Engagement strategies emphasize dialogue and co-creation through tools like materiality assessments and the AA1000 standard (AccountAbility, 2018). This inclusive approach supports risk management, accountability, and legitimacy, particularly in high-impact sectors (OECD, 2017; Greenwood, 2007). Legal frameworks like France’s Loi Pacte further institutionalize stakeholder interests within corporate governance (Ministère de l’Économie, 2019). Overall, the paper argues that genuine sustainability requires integrated thinking, ethical leadership, and long-term stakeholder collaboration to deliver meaningful economic, social, and environmental outcomes.

Keywords

Sustainability Corporate Social Responsibility organizational strategies

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