Barriers to Imitation in Strategic CSR: Organizational Authenticity and the Resource-Based View

Abstract

This paper examines models of value creation in CSR and explores the existence of barriers to imitation in strategic CSR. We focus on two prominent models of value creation in the CSR literature: CSR as a means to greater legitimacy, and CSR as a signal of internal norms and values. We associate each with attributions of conformity and consistency, respectively. We argue that conformity and consistency serve as important mediators between CSR investments and value creation in these models. Drawing on the organizational authenticity literature, we explore conditions where attributions of type authenticity (i.e. conformity) and moral authenticity (i.e. consistency) may act as barriers to imitation in CSR investment. We also identify the resources that allow firms to gain attributions of authenticity while establishing barriers to imitation for rivals. We conclude by discussing how organizational authenticity may allow sustainable competitive advantage from CSR investments.