Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/335652 
Year of Publication: 
2024
Citation: 
[Journal:] Journal of Management Studies [ISSN:] 1467-6486 [Volume:] 62 [Issue:] 7 [Publisher:] Wiley [Place:] Hoboken, NJ [Year:] 2024 [Pages:] 2830-2858
Publisher: 
Wiley, Hoboken, NJ
Abstract: 
Organizations often leverage corporate social responsibility (CSR) in their efforts to gain external legitimacy, and yet CSR managers – the very people responsible for implementing CSR initiatives – often struggle to achieve internal legitimacy and, thus, their objectives. This qualitative research seeks insights into CSR managers’ need for legitimation ( why ) and the strategies they use to overcome challenges and establish legitimacy within their organizations ( how ). A set of six distinct challenges CSR managers face reveals the complex reality of their roles and the factors that drive their quests for legitimacy. In turn, CSR managers draw on a repertoire of eight legitimation strategies to navigate the challenges, each reflecting a different legitimacy dimension. Notably, CSR managers’ occupational self‐perception influences their perceptions of challenges and choice of legitimation strategies, indicating the importance of individual characteristics ( when ) in shaping CSR practices. These nuanced insights into the micro‐level dynamics of legitimacy advance literature on both legitimacy and micro‐CSR by offering a personalized approach that accounts for the unique perspectives and strategies of CSR managers.
Subjects: 
boundary conditions
CSR manager
interviews
legitimacy
micro‐CSR
occupational self‐perception
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article
Document Version: 
Published Version

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