University of Vaasa - Vaasan yliopisto

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integration is questionable and cannot be addressed within this paper, the survey
results still demonstrate a decreased in importance placed on CSR (concurrent with
the economic downturn) even if this decreased is purely one which is perceived.
Booz and Co. conducted a survey of 828 senior managers, and found that 40% of the
respondents felt green and other CSR initiatives would be halted as a result of the
recession. This delay was particularly evident in the energy and transportation
sectors (Environmental Leader 2009).
Whilst not wholly in line with all the outcomes of this research, the findings of these
surveys to some extent corroborate the notion that for some companies who have
failed to fully integrate CSR into their business models, the recession has resulted in
a further reduction in their CSR activities. This is reflected in the excerpt below.
“attitudes towards CSR have changed during the economic downturn; the drive will
be employee and customer driven not by a wider stakeholder base” -
(Financial Services Company)
Discussion
One of the major implications from this research, is that the language employed by
the media and other corporate actors when referring to CSR has changed during the
recession. The economic downturn has stimulated once more the debate around the
appropriateness of CSR as a core business operation. This finding coincides with an
implied increase in focus of businesses on the need for all business activities to
contribute to economic sustainability of the organisation. The increase in the
exposure of the different views for and against CSR, demonstrates that there is still
no collective agreement amongst corporate actors or the wider business world, on the
role, nature and significance of CSR. As the economic crisis is forcing companies to
take a ‘hard look’ at all of their activities through this economic lens, the outcome for
CSR has been mixed: In some senses it has exposed the different views on CSR and
stimulated debate, and where CSR is seen as an add-on, it has challenged its standing
as a core business tool. The role of business is still to make a profit after all, and the
recession has re-legitimated this view. Where CSR is already engrained in a
company’s operations however, the story is somewhat different, and the view is that
a recession is not sufficient to challenge traditional business models, and CSR is part
of a set of business models in operation amongst industry leaders.
These converse views bring about two main features of the change of language and
action of CSR. Firstly, there is a notable divergence between the language and
actions of leaders in CSR and those of the ‘laggers’. Secondly, there is a sense that
the three pillars of sustainability have been split, and the focus is again more firmly
placed on economic efficiency; CSR is supported more strongly, or spoken of in
positive terms, when it is expected to have a notable impact on profit or efficiency.
In this sense CSR is not hugely affected by the recession, because for the majority of
companies, it is not at the heart of operations.