Based on secondary and primary evidence of their practices, this paper analyses the similarities and differences in the methodologies adopted by CSR rating agencies to assess a firm’s CSR performance. Evidence of similarities (e.g. the use of environment, social and governance themes, exclusion criteria, adoption of positive criteria, client/’customised’ input, quantification), but also several elements of differences emerge, namely in terms of the thresholds for exclusion, transparent vs. confidential approach, industry-specific ratings, and weights for each dimension. Drawing from Sandberg et al.’s (2009) conceptualisations, we tentatively argue that this mixed picture may reflect competing organisational pressures to adopt a differentiation approach at the strategic and practical levels whilst recognising, and incorporating, the ‘globalising’ tendencies of the CSR business at the terminological levels.

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In times of crisis, SME entrepreneurs update and replace the firm’s resources and capabilities within strategic renewal processes in order to maintain organizational resilience. Appearing in the form of internal development and external sourcing, the outcomes of strategic renewal are explained by the synergy of individual, organizational, and environmental factors that reinforce SMEs’ dynamic capabilities. This research presents a qualitative comparative analysis (QCA) of the conjunctural causality between multi-level dynamic capability configurations and SME strategic renewal outcomes.
WANG Yihan - EM Normandie |
- Management Dictionary
- Strategic Management, Sustainable Development and CSR

