Considérer les relations interfirmes pour comprendre l'adoption de pratiques socialement responsables: arguments à partir d'une critique du Business Case

Abstract

In this paper, we study the explanatory factors of the commitment in the Corporate Social Responsibility (CSR). The dominant paradigm of Business Case looks for cost/advantage calculus but we firmly criticize this kind of approach. We argue that this analysis forgets the reality of vertical relationships. To show this point, we consider the auto industry. We show that the mechanisms of coordination between carmakers and first tier suppliers prevent a true development of CSR in auto industry. In conclusion, we call upon more works in the field of industrial dynamics. © Revue d'économie industrielle.