Human values clustering towards CSR critical mass and business advantage

This paper explores the interaction between the decisions of shareholders and leaders of socially responsible companies during the global financial crisis between 2008 to the end of 2011. Qualitative data analysis of 23 interviews revealed these groups felt that the organisations they were contributing to, either as leaders or shareholders, reflected the participants’ own personal values. The researchers propose that this personal identification with the organisation is likely to provide some competitive advantage to organisations that choose to be socially responsible. In addition, it indicates a potential mechanism for developing an emergent critical mass of behaviour and attitudes for planet and human sustainability which could be further explored.