Purpose: The goal of this paper is to develop a framework describing the mechanisms which explain how and when CSR engagement affects company’s bottom line, based on a review of the business case for CSR literature.
Approach: This article is conceptual and based on literature review. By using a CSR stage development model, behavioral and stakeholder perspectives, it offers a descriptive multidimensional integrative framework of the business case for CSR.
Findings: The fndings show that the relationship between engagement in CSR activities and corporate performance (CP) depends on a CSR development stage, managerial interpretation of CSR issues, stakeholder management model and moderating factors.
Originality: This article integrates disconnected models and conceptualizations in the subject literature and contributes to the theoretical discussion by arguing that type and scale of benefts from CSR activity progress along the stages of organizational CSR development. Moreover, it also shows that the CSRCP relationship depends on internal and external factors (mediators and moderators). It therefore supports the contingency argument.