Strategic CSR: an integrative model for analysis

Purpose
Based on an extensive review of the literature, the purpose of this paper is to propose an analytical model that enables the study of the corporate social responsibility (CSR)’s strategic orientation of companies through the analysis of: the different types of CSR integration into company strategies; the different levels of CSR strategic maturity; and the path necessary to be followed for a company to achieve its full development and correspondingly forecasting which initiatives hold the greatest contribution toward this end.

Design/methodology/approach
This paper sets out a conceptual framework, which was drafted building on an extensive critical review of the literature seeking to incorporate the diverse contributions made by the existing CSR models and classifications.

Findings
The analytical framework here proposed enables a wide reaching approach to analyzing strategic CSR, their underlying motivations and its core factors. It also extends to considering the different phases of maturity enabling the evaluation of the distinctive levels of CSR integration into the company strategy and the stage at which the company currently stands at on its determined path.

Practical implications
From a practical perspective, the suggested framework enables practitioners to access a practical tool that specifically measures their companies’ CSR maturity and strategic profile and which may serve as well as a means of diagnosis, improvement or of adaptation.

Originality/value
This model of analysis generates the identification of the factors explaining the different levels of CSR integration into the company strategy and evaluating the level of maturity prevailing.