In the ever-evolving landscape of corporate social responsibility (CSR) and sustainable business practices, organizations face a critical question: how can they effectively respond to societal challenges while aligning these efforts with organizational goals and internal priorities? Our recent research, published in the journal Strategic Organization, uncovers a transformative shift in the role of CSR managers, a type of manager that has become increasingly critical in today’s sustainability-driven business environment. CSR managers are no longer just “issue sellers” advocating internally for change, they now act as “issue brokers” who strategically navigate between internal and external stakeholders to advance CSR agendas.
CSR managers are no longer just “issue sellers” advocating internally for change, they now act as “issue brokers” who strategically navigate between internal and external stakeholders to advance CSR agendas.
This blog unpacks the findings of our study, highlighting the practical strategies CSR professionals can employ to meet the demands of today’s complex business and social environment.
Key takeaways from the research
- A dual role for CSR managers: CSR managers must address the expectations of two distinct yet interconnected groups: internal “issue buyers” (e.g., functional departments and senior management) and external stakeholders (e.g., NGOs and advocacy groups). Balancing these relationships is critical to achieving meaningful change.
- Three core tactics:
- Mobilizing external stakeholders: When internal support is low, CSR managers bring external voices into the organization to create urgency and legitimacy for sustainability issues. They create an outside-in push for CSR.
- Buffering external expectations: When external demands clash with internal realities, CSR managers assess the relevance of external demands and act as gatekeepers, managing and tempering expectations to avoid internal resistance to overwhelming change.
- Moderating between stakeholders: For issues that are complex and challenging to implement, CSR managers repackage issues raised by external stakeholders and facilitate collaborations that align external demands with internal priorities.
- The emergence of the “issue broker” role: In consequence of the above, CSR managers are no longer confined to internal advocacy. They now serve as brokers who engage with internal and external audiences, deftly balancing stakeholder pressures with organizational sustainability goals, ensuring both alignment and progress.
Why practitioners should care: Three implications
The insights from our research are not just theoretical—they offer actionable strategies for practitioners navigating the intricate web of corporate social responsibility. Here’s how CSR managers, business leaders, and even NGOs can use these findings to drive impactful change.
1. Mobilize the power of external stakeholders
External stakeholders, such as NGOs, are often seen as critics of corporate behavior. However, this perspective overlooks the strategic value they bring to companies. NGOs, with their credibility and societal reach, can amplify the visibility and urgency of key issues within organizations.
External stakeholders, such as NGOs, are often seen as critics of corporate behavior. However, this perspective overlooks the strategic value they bring to companies.
For practitioners:
- Use NGO endorsements to validate CSR initiatives internally.
- Leverage NGO influence to pressure resistant internal stakeholders while framing their input as collaborative rather than confrontational.
Example: In our study, CSR managers invited NGO representatives to present on pressing environmental issues during internal meetings, which helped gain support from senior management and operational teams.
2. Buffer external demands for greater internal alignment
Not all external demands are practical or aligned with an organization’s strategic goals. CSR managers must evaluate these requests, tempering them when necessary to maintain internal buy-in and avoid overwhelming functional teams.
For practitioners:
- Establish clear communication channels with external stakeholders to set realistic expectations.
- Avoid bringing every external demand directly to internal teams; instead, filter and prioritize based on organizational relevance and feasibility.
Tip: A CSR manager who assesses the relevance of issue raised by external stakeholders and buffers the organization from overwhelming expectations can foster trust both internally and externally, ensuring that only high-impact, actionable issues are brought to the table and effectively implemented.
3. Moderate between external and internal stakeholders
The role of the CSR manager is evolving from advocacy to brokerage. This involves understanding and translating the needs and priorities of both external and internal stakeholders. By aligning external pressure with internal objectives, CSR managers can unlock innovative solutions that benefit all parties.
By aligning external pressure with internal objectives, CSR managers can unlock innovative solutions that benefit all parties.
For practitioners:
- Develop negotiation and moderation skills to navigate between divergent stakeholder priorities.
- Translate abstract external demands into concrete internal action plans that resonate with business objectives.
Example: In our study, an NGO’s confrontation over a single issue led to a collaborative effort focused on addressing biodiversity as a broader, overarching theme, thus translating external demands to internal business objectives.
The role of “issue brokers” in shaping the future of CSR
The concept of CSR managers as “issue brokers” is a game-changer for the field of corporate social responsibility. It underscores the importance of agility, strategic thinking, and stakeholder engagement in driving meaningful organizational change. As brokers, CSR managers are uniquely positioned to orchestrate collaborations that benefit both their organizations and society at large.
The concept of CSR managers as “issue brokers” is a game-changer for the field of corporate social responsibility. It underscores the importance of agility, strategic thinking, and stakeholder engagement in driving meaningful organizational change.
For practitioners, this evolving role requires a shift in mindset:
- See external stakeholders as partners, not just pressure groups.
- Embrace complexity and develop strategies to align conflicting priorities.
- Invest in building the skills and systems needed to support effective brokerage.
Final thoughts: Seizing the opportunity for impact
The path to a sustainable future lies in collaboration. CSR managers must leverage their unique position to bridge the gap between internal operations and external expectations. By adopting the strategies outlined here, practitioners can become effective issue brokers, driving transformative change within their organizations while meeting societal needs.
Now is the time to seize this opportunity. By stepping into the role of an issue broker, you can lead your organization toward a more sustainable and socially responsible future.