CONCEPTUAL MAPPING OF CORPORATE SOCIAL RESPONSIBILITY IN THE CONTEXT OF SUSTAINABILITY

Authors

  • Putu Chris Susanto

Abstract

ABSTRACT
The concept of corporate social responsibility (CSR) relates to stakeholder theory, as
it seeks to align corporate decision-making and actions with the interests of all
stakeholders. Along with the development of the CSR concept, derivative concepts
including corporate social innovation (CSI) and creating shared value (CSV) have
emerged, with a distinct focus on sustainability. In this study, a thematic analysis
through a bibliometric study was conducted on the most prominent CSR-related
keywords from 941 scientific articles published in reputable international journals
between 2013 and 2022. Subsequently, a conceptual map pertaining to CSR, CSI, and
CSV concepts in the context of sustainability was developed. The conceptual map
depicts CSR as the main concept encompassing CSI and CSV (since both concepts were
developed from the criticisms and limitations of CSR). The conceptual map shows that
CSR, CSI, and CSV are formed by certain theories, assumptions, and concepts. CSR is
supported by four underlying concepts, i.e., stakeholder theory, legitimacy theory,
Carroll’s pyramid, and the triple bottom line. CSI is built upon the underlying concepts
of strategic innovation and resource-based view (RBV), while CSV is constructed by
the three levels of shared value and social exchange theory. Ultimately, the conceptual
map shows sustainability as the culmination of the CSR, CSI, and CSV concepts. This
study uniquely utilizes bibliometric and thematic analyses to map the relationship
between CSR, CSI, and CSV to sustainability, offering insights for academics and
practitioners seeking to integrate social responsibility with their core business
strategies for sustainability.
Keywords: conceptual map, CSR, CSI, CSV, sustainability

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Published

2023-12-29

How to Cite

Susanto, P. C. . (2023). CONCEPTUAL MAPPING OF CORPORATE SOCIAL RESPONSIBILITY IN THE CONTEXT OF SUSTAINABILITY. Journal of Human Capital Development (JHCD), 16(2), 18–34. Retrieved from https://jhcd.utem.edu.my/jhcd/article/view/6417

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