Abstract
The aim of this research is to shed light on how consultants influence the adoption and implementation of CSR. This is a central, yet, relatively unexplored research question in the management and business ethics literature. In this paper, by drawing on human capital and moral identity theories, we illustrate that consultants’ expertise and capabilities are ambiguous and difficult
to assess and that their perceptions of responsibility and morality are very subjective. The findings of the qualitative analysis of the case of consultants working with CSR standards in Athens contributes to the literature by pointing out the large heterogeneity of CSR consultants and by revealing four
prevalent types of consultants– chameleons, opportunists, pragmatists, and moral agents – that affect CSR implementation in different ways. We conclude by underlying that each type of consultant uses their expertise in a way that is consistent with their moral values and by discussing the implications of this study for theory and practice.
to assess and that their perceptions of responsibility and morality are very subjective. The findings of the qualitative analysis of the case of consultants working with CSR standards in Athens contributes to the literature by pointing out the large heterogeneity of CSR consultants and by revealing four
prevalent types of consultants– chameleons, opportunists, pragmatists, and moral agents – that affect CSR implementation in different ways. We conclude by underlying that each type of consultant uses their expertise in a way that is consistent with their moral values and by discussing the implications of this study for theory and practice.
| Original language | English |
|---|---|
| Title of host publication | BAM2018 Conference Proceedings |
| Pages | 1-24 |
| Number of pages | 24 |
| ISBN (Electronic) | 978-0-9956413-1-0 |
| Publication status | Published - 4 Sept 2018 |