Approaches to CSR Communication

There is still a great deal of investigation underway around the extent to which social and communicative arrangements are realised by organisations and stakeholders and what the intrinsic implications for CSR communication are (Chaudhri, 2016, p. 422). In the light of this, it becomes possible to identify different perspectives in approaches or orientations to CSR communication, namely: instrumental, relational and constitutive.

5.1.1. Instrumental approach

An instrumental approach to CSR communication rests on the business case for engaging in CSR, which from this point of view would be directed at aims such as risk mitigation, boosting competitive advantage, reputation enhancement, employee recruitment and engagement and customer loyalty (Chaudhri, 2016, p. 420). Consequently, communication is interpreted as a mechanism designed to optimise CSR gains, so can be viewed strategically as a tool. In the instrumental approach to CSR communication we find stakeholder ‘information’

strategies that would rely on a one-way approach to communication and be focused on

“corporate attempts at persuasion” (Chaudhri, 2016, p. 422).

A strategic use of communication by a business helps strengthen its reputation and

“increase the creditability and trustworthiness” over time (Kakabadse & Morsing, 2006, p. 46).

This approach would call for the need for strong relationships with stakeholders and emphasises importance of “implicit contracts” with them that are necessary to cement trust in the responsibility vis à vis the society that the company exists in.

The instrumental approach has also been referred to as the “transmission” view where communication is a channel to transport information and specific messages (Schoeneborn &

Trittin, 2013, p. 195), or in other words, a means to achieving a certain goal. This rests on the notion that the organisation exists prior to discourse and it is therefore an “already formed objects with discursive features or outcomes” (Fairhurst & Putnam, 2004, p. 10). At the same time, CSR communication is from this perspective portrayed as a way of influencing the perception of the organisation by stakeholders (Schoeneborn & Trittin, 2013, p. 196).

5.1.2. Relational approach

Still, stakeholder claims are “not always easily articulated or verifiable” so cementing trust might be difficult to enforce (Kakabadse & Morsing, 2006, p. 47). Further building on the instrumental approach is the notion of “bidirectionality and dialogue” (Schoeneborn & Trittin, 2013, p. 196). This fits into a relational approach to CSR communication, based on a

“transmission model of communication that is prevalent in a large proportion of publications on CSR” (Schoeneborn & Trittin, 2013, p. 196).

The goal of communication is to build relationships by inviting dialogue with stakeholders and involving them in the construction of CSR messages, and so this approach rests on fostering shared meaning and increasing the level of trust (Morsing & Schultz, 2006) (Chaudhri, 2016, p. 423).

The instrumental view of CSR communication is complemented by this biderectionality that characterises the relational approach. From a relational perspective, a distinction has been drawn between different CSR communication strategies (Morsing & Schultz, 2006, p. 326) depending on the level of involvement of stakeholders in this CSR dialogue: stakeholder information strategy, stakeholder response strategy and stakeholder involvement strategy.

The stakeholder information strategy

The stakeholder response strategy

The stakeholder involvement

strategy Communication

ideal:

(Grunig & Hunt 1984)

Public information, one-way

communication

Two-way asymmetric communication

Two-way symmetric communication

Communication ideal: sensemaking and sensegiving

Sensegiving Sensemaking Sensegiving

Sensemaking Sensegiving- in iterative and

progressive processes Stakeholders: Request more

information on corporate CSR efforts

Must be reassured that the company is ethical and socially responsible

Co-construct

corporate CSR efforts

Stakeholder role: Stakeholder

influence: support or oppose

Stakeholders respond to corporate actions

Stakeholders are involved, participate and suggest corporate actions

Identification of CSR focus:

Decided by top management

Decided by top management.

Investigated in feedback via opinion polls, dialogue, networks and partnerships

Negotiated concurrently in interaction with stakeholders

Strategic

communication task:

Inform stakeholders about favourable corporate CSR decisions and actions

Demonstrate to stakeholders how the company integrates their concerns

Invite and establish frequent, systematic and pro-active dialogue with stakeholders, i.e.

opinion makers, corporate critics, the media, etc.

Corporate communication department’s task:

Design appealing concept message

Identify relevant stakeholders

Build relationships

Third-party

endorsement of CSR initiatives

Unnecessary Integrated element of surveys, rankings and opinion polls

Stakeholders are themselves involved in corporate CSR messages

Figure 1: Three CSR Communication Strategies (Morsing & Schultz, 2006, p. 326)

Morsing & Schultz conclude by arguing in the direction of the stakeholder involvement strategies, where CSR focus is negotiated concurrently in the interaction with stakeholders. The bottom line is that by involving third parties, there is a greater emphasis on interaction and on the need to use technology to spur this interaction.

5.1.3. Constitutive approach

Both of the transmission approaches (instrumental and relational) provide useful communicative guidance to practitioners in the business environment. However, it can be argued that they share a common flaw in the fact that they rest on the underlying assumption that the organisation and that communication exist separately, “as distinct phenomena”, and this

neglects the fundamental constitution of organisations by communication (Schoeneborn &

Trittin, 2013, p. 197).

The constitutive approach to CSR communication views the organisation as a phenomenon that emerges through the communicative practices that take place between the organisational members and the organisation’s stakeholders (Schoeneborn & Trittin, 2013, p.

197). A constitutive approach to communication takes an emergent stance in viewing organisations: “the unfolding details of organising influence and are influenced by a reflexive immersion in the whole setting and ongoing stream of experience” (Fairhurst & Putnam, 2004, p. 16)

Given that this perspective views organisations as being constituted in and through communication, when looking at CSR, this also means that it is constructed, legitimised and sustained through communication. CSR is viewed as a communicative process; not just a packaged product that is delivered to outsiders to the organisation and a wide range of stakeholders. As a result, the influence or authority of CSR communication depends on how well it is integrated with other communication practices (Schoeneborn & Trittin, 2013, p. 201).

Involving third party organisations such as NGOs or other stakeholder groups, it becomes possible to extend the (permeable and communicatively constructed) boundaries of organisations (Schoeneborn & Trittin, 2013, p. 202).