Operationalizing Sustainable Development, Stakeholder Theory, Corporate Social Responsibility to Improve Community Engagement Outcomes

Abstract

Businesses fail in the absence of an engagement strategy with stakeholders who influence and are influenced by a company’s business activity in communities where the company has a presence. A lack of understanding of the interdependency implicit in the company/community relationship, and the absence of new frameworks to encourage collaboration, has led increasingly to an inability to resolve conflicting views. An evolving approach is business participation in multisector collaborative watershed initiative partnerships. This qualitative multiple case study examines the perspectives of 22 participants of two watershed partnerships relating to corporate social responsibility (CSR), the Triple Bottom Line of sustainable development (TBL), and shared value. The study’s theoretical framework focuses on stakeholder theory integrated with the corporate imperatives of CSR, the TBL, and shared value. The research question is how these constructs might define an unexplored community engagement framework between the company, the community, and watershed initiatives. The research data suggests these factors are interrelated, and, when integrated into a strategy, define a Sustainable Community Engagement Framework that redefines the business case for engaging stakeholders to help resolve often conflicting views relating to the company’s business activity. The study outcomes are particularly relevant to academics, practitioners, business managers, and consultants engaged with high profile organizations such as chemical, petroleum and utility businesses whose presence may generate community concerns about their business activities, especially their environmental footprint.