Expected and Extended Responsibility: Balancing Corporate CSR Strategy with Stakeholder Demands - a Case Study of Alfa Laval

Purpose: To map out how an industrial company can manage CSR efforts within the supply chain, balancing stakeholder demands with their own strategic approach. The study also investigated how a company can handle issues such as sourcing of politically sensitive materials, although not part of their CSR focus. Methodology: A single-case study where semi-structured interviews built the understanding of the environment that the company operates in. We have aimed to use a deductive approach and based our research propositions on available theory. In the analysis the propositions were tested against the available empirical material. Theoretical perspectives: This thesis was built on theories within the fields of CSR, Business Relationships, Supply Chain Management and Stakeholder Interaction. Empirical foundation: The empirical material consisted of interviews with relevant departments att Alfa Laval. The U.S. legislation in the Dodd-Frank act from 2010 on the sourcing of conflict minerals is used as the example of external pressure affecting the business. Conclusion: Business stakeholders are showing an increased interest in affecting CSR focus in B2B companies. However, as external parties cannot fully understand the prerequisites of the company’s actions, this should be balanced with an internally formulated strategy. Managing this correctly can make the CSR efforts provide an added value, when the company moves from doing what is expected towards adopting an extended approach of responsibility