CSR’s Micro foundations in Decision-Making

A new Journal of Management Studies meta-synthesis explores how CSR initiatives succeed or fail inside organizations. It shifts focus from top-down strategy to micro foundations—how individuals interpret and act on CSR in daily decisions. The study identifies key internal actors: change agents, supporters, and resisters. Their behaviors determine whether CSR is embraced, adapted, or undermined. Drawing from dozens of empirical cases, the research reveals why executive support alone isn’t enough. Success hinges on internal alignment, cultural fit, and employee engagement at all levels. This insight reframes CSR as an organizational process shaped from the inside out.