This paper examines project management as a place where CSR can be operationalized, focusing particularly on project conception processes and co-constructing CSR knowledge with emergent tertiary stakeholders. Two projects which dealt with emergent tertiary stakeholders differently are examined. First, the Finnish company Metsa-Botnia's paper pulp plant in Uruguay is examined as a project in which a tertiary stakeholder, Argentina, emerged during the early stages of the project. Argentina requested dialogue about the project conception and Metsa Botnia did not include them. In contrast, the Danish emergency services company Falck A/S's project on redefining CSR is offered as an example of a project transformed through dialogue with the emergent tertiary stakeholder, the county of Aarhus. To analyze the cases, the paper combines Morsing & Schultz's (2006) dialectic CSR strategy based on sensemaking and sensegiving with Kampf's (2007) stakeholder model which situates the firm and its stakeholders in a dynamic system. The resulting model can be used to understand diversity in sensemaking and sensegiving knowledge communication processes about corporate projects. The paper applies this model to both cases, demonstrating a negative outcome for Metsa-Botnia and a positive outcome for Falck A/S. The results suggest that corporations need to take CSR into account in the way they deal with tertiary emergent stakeholders during project conception and that project conception which is open to transformation through dialogue with emergent tertiary stakeholders can be advantageous.
Proceedings of the Conference on Corporate Communication 2008, 2008, p. 217-228
CSR Videnskommunikation; CSR Project Management Knowledge Communication
Main Research Area:
Conference on Corporate Communication, 2008
Corporate Commmunication International at Baruch College/CUNY