The strategic value of corporate social responsibility CSR : the present and future of its management

Corporate social responsibility (CSR) has in recent years become the central theme of many debates on the role of organizations in society. The voluntary incorporation of strategies that influence economic profitability and in turn on social and environmental issues is already a reality in companies. This article has several aims: 1) to analyse whether CSR is strategic and cross-cutting for companies and whether there exists a true dialogue between companies and stakeholders; 2) to identify the functions, relationships and qualities of the CSR or sustainability director; 3) to determine the main challenges for the future; 4) to reflect on what impact COVID-19 has had on the development of CSR in businesses. The study was based on the Delphi method and employed a sample of 20 experts: 10 academics (lecturers and researchers) and 10 professionals (communication and CSR directors and CSR and reputation consultants). The results reveal that: 1) with the exception of SMEs, CSR management in companies is strategic and cross-cutting; 2) there is no reciprocal dialogue between companies and stakeholders; 3) the functions carried out by a CSR director can be classified as analytical, strategic, tactical and communicative; 4) the most outstanding qualities of the CSR director are communication skills, deep knowledge of the company and the willingness to work as part of a team; 5) the main challenge for the future is to be more strategic for senior management; 6) COVID-19 has changed the focus in CSR areas of action and in the prioritization of stakeholders. In short, we conclude that CSR management is rooted in companies and represents a true transformation for businesses as social entities.