University of Vaasa - Vaasan yliopisto

Thus we can draw the following conclusions:
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• The less an enterprise has already been “living” CSR (even unnoticed, cf.
Ketola 2008: 423) the more it will have to make use of (usually rather timeconsuming,
expensive and complex) enabler concepts.
• The more CSR has already been mainstreamed, has become going without
saying, the sooner the application of visibility signals and certification, as an
end-of-the-pipe measure will be sufficient to communicate the enterprise’s
CSR performance.
• Eventually, within an enterprise, interest in CSR does not usually occur
overnight, but commences with a little interest, a bit of philanthropy, some
commitment and involvement, which all increase and gain momentum over
time. Thus „implementing CSR“ willingly and in a top-down-approach would
equal a sort of „be spontaneous-paradigm“ (Watzlawick 1993).
Because of the inductive case-study approach these conclusions must not be
generalized, but need verification by some quantitative empirical surveys.
Experience from field-studies in Austrian waste industry, however, show, that
especially SMEs are not acquainted enough with CSR to be able to judge different
approaches (Gelbmann 2008b).