Framework

Explicit and implicit CSR: the United States and Europe

The question it answers

A sustainability head reporting in both the US and Europe asks why US firms announce voluntary social programmes as CSR while European firms more often meet similar duties through law and collective rules.

Origin
Matten and Moon, 2008
Diagram type
Comparison table
Level of analysis
Industry
Clay balance scale with two level glass pans, icon for business ethics

Diagram

Explicit and implicit CSR: the United States and Europe

CriterionExplicit CSR (typical of the US)Implicit CSR (typical of Europe)
What it describesCorporate policies that assume and articulate responsibility for some societal interestsThe corporation's role within wider formal and informal institutions for society's interests
What it consists ofVoluntary corporate programmes and strategies combining social and business valueValues, norms and rules that create mandatory and customary requirements for corporations
MotivationPerceived expectations of stakeholders; corporate discretionSocietal consensus on the legitimate expectations of all major groups; obligations defined collectively
LanguageCompanies use the language of CSRCompanies do not normally call it CSR

When to use it, and when not to

Use it when

Use it to explain why the same duty appears as a CSR programme in one country and as a legal or collective requirement in another, before comparing CSR reports across countries.

Pitfalls

Pitfall

Matten and Moon treat the difference as one of emphasis, not a dichotomy: the US has implicit elements, Europe has explicit ones, and explicit CSR has been rising in Europe. In the paper Europe includes the UK and Ireland, so it is not 'continental Europe'.

Sources

References

Listed A–Z by author surname, Harvard style. A source with a DOI links to https://doi.org/…; one without links to its page or says plainly that it has no DOI.

  1. Matten, D. and Moon, J. (2008) ‘'Implicit' and 'explicit' CSR: a conceptual framework for a comparative understanding of corporate social responsibility’, Academy of Management Review, 33(2), pp. 404–424.doi:10.5465/amr.2008.31193458Source page