Strategic vs. altruistic Corporate Social Responsibility

Claire Borsenberger, Helmuth Cremer, Denis Joram, Jean-Marie Lozachmeur and Estelle Malavolti-Grimal
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Claire Borsenberger: Groupe La Poste
Denis Joram: Groupe La Poste
Jean-Marie Lozachmeur: TSE-R - Toulouse School of Economics - UT Capitole - Université Toulouse Capitole - UT - Université de Toulouse - EHESS - École des hautes études en sciences sociales - CNRS - Centre National de la Recherche Scientifique - INRAE - Institut National de Recherche pour l’Agriculture, l’Alimentation et l’Environnement, CNRS - Centre National de la Recherche Scientifique, UT Capitole - Université Toulouse Capitole - UT - Université de Toulouse
Estelle Malavolti-Grimal: TSE-R - Toulouse School of Economics - UT Capitole - Université Toulouse Capitole - UT - Université de Toulouse - EHESS - École des hautes études en sciences sociales - CNRS - Centre National de la Recherche Scientifique - INRAE - Institut National de Recherche pour l’Agriculture, l’Alimentation et l’Environnement, ENAC - Ecole Nationale de l'Aviation Civile

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Abstract: The concept of Corporate Social Responsibility (CSR) has evolved since Milton Friedman's 1970 assertion that a business's sole responsibility is profit. Today, global frameworks like the UN Global Compact and EU regulations emphasize corporate accountability, particularly regarding social and environmental impacts. Corporate Social Responsibility (CSR) has become central in discussions of firm behavior, governance, and public goods provision. CSR however varies across firms. Some adopt basic strategic CSR (b-CSR), considering social and environmental issues only to the extent that they affect consumer demand and profitability. Others practice environmentally committed CSR (e-CSR), internalizing the full social cost of emissions. A few pursue fully committed CSR (w-CSR), aiming to maximize overall social welfare. The paper analyzes CSR's effects on firm behavior through economic modeling. It first examines a single firm producing CO2 emissions, where reducing emissions increases costs but appeals to environmentally conscious consumers. Three firm types—b-CSR, e-CSR, and w-CSR—are considered. The study then extends to a competitive market with two firms engaged in Cournot competition. It examines scenarios where firms have different CSR commitments, analyzing how competition, emissions, and profits are affected. Finally, the paper compares these outcomes to an ideal scenario where firms are regulated to maximize social welfare.

Keywords: Motivation and sustainability of CSR under competition; Mission oriented firms; Consumers’ environmental awareness and profit maximization; Differentiated duopoly (search for similar items in EconPapers)
Date: 2025-05-05
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Working Paper: Strategic vs. altruistic Corporate Social Responsibility (2025)
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