Taming a wicked problem? Unilever’s Interpretations of Corporate Social Responsibility 2000–2012

Abstract

Purpose

The purpose of this chapter is to examine how a multinational enterprise (MNE) makes sense of the ‘wicked problem’ of corporate social responsibility (CSR).

Design/methodology/approach

We analyse the single case of an acknowledged leader in CSR, Unilever. We undertake an interpretive textual analysis of how Unilever has accounted for its progress towards greater social and environmental responsibility in its annual social and environmental reports published between 2000 and 2012.

Findings

We identify enduring themes as well as what has changed in this 12-year period. We conclude that while Unilever has made definite progress, becoming more confident and ambitious in its plans and achievements, it potentially runs the risk of reducing CSR to a ‘tame problem’ that can be solved through technical solutions that offer win-win solutions and do not challenge the economic theory of the firm.

Research implications

We show the value of using the perspective of ‘wicked problems’ to understand the complexity of the CSR challenge facing the MNE.

Practical implications

We suggest that the current approach of measuring CSR progress has limitations and potentially negative side effects.

Originality/value

Our chapter offers a novel conceptualisation of CSR, as well as empirical evidence of CSR as a process of corporate sensemaking in the face of ‘wicked problems’.

Citation

Mees-Buss, J. and Welch, C. (2014), "Taming a wicked problem? Unilever’s Interpretations of Corporate Social Responsibility 2000–2012", International Business and Sustainable Development (Progress in International Business Research, Vol. 8), Emerald Group Publishing Limited, Leeds, pp. 265-291. https://doi.org/10.1108/S1745-8862(2013)0000008017