CEO rhetorical strategies for corporate social responsibility (CSR)

Abstract

PurposeThe purpose of this paper is to explore CEO corporate social responsibility (CSR) rhetorical choices in response to stakeholder pressures. CEOs often search for legitimacy through CSR rhetoric. It contributes to maintaining or developing pragmatic, moral and cognitive legitimacy in a post‐crisis world where CSR concerns are gaining in importance.Design/methodology/approachA content analysis of various CEO discourses is performed. Press articles are analyzed to identify the nature of stakeholder pressures. Covariance analyses are conducted to study how CEO CSR rhetorical strategies vary between communication channels dedicated to specific stakeholders. Regression analyses are conducted between stakeholder pressures and rhetorical strategies.FindingsThe paper identifies three types of CEO CSR rhetorical categories: values rhetoric to develop moral legitimacy, normative rhetoric to improve cognitive legitimacy, and instrumental rhetoric to enhance pragmatic legitimacy. Values CSR rhetoric is used most often with employees or societal stakeholders. It increases when stakeholders' satisfaction is already quite high regarding financial performance, strategy, and products and services. Normative CSR rhetoric is rarely used. It is only devoted to societal stakeholders and it increases with stakeholder satisfaction with the quality of management, leadership and governance. Instrumental CSR rhetoric is mainly used with boards of directors, financial investors and shareholders. Its importance increases with stakeholder satisfaction with CSR but decreases with stakeholder satisfaction with financial performance and corporate vision/strategy.Originality/valueThe paper provides key contributions for CEOs on how to communicate on CSR. The empirical design based on qualitative and quantitative analyses innovates in operationalizing CSR rhetorical categories and stakeholder pressures.