In the past two decades, many companies have adopted the corporate social responsibility (CSR) discourse and engaged in various CSR-related initiatives, ranging from the design and implementation of codes of conduct to triple bottom-line reporting, collaborations with nongovernmental organizations (NGOs) and U.N. agencies, and increased support for community development programs. For some companies, the pressures for more responsible corporate behaviors have prompted actual and important changes in their cultures, structures and daily activities, because they consider CSR “central to core business activities rather than a peripheral consideration associated with philanthropy”.1 Yet in

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most cases, corporate responses to pressures mainly have resulted in CSR promises and activities that can be decoupled easily from the company’s normal, ongoing activities.2