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Systemic Symbolic Management, Corporate Social Responsibility, and Corporate Purpose: A Cautionary Tale

Author

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  • James D. Westphal

    (Ross School of Business, University of Michigan, Ann Arbor, Michigan 48104)

Abstract

In this paper I describe the multilevel and systemic nature of symbolic management and decoupling as it applies to corporate social responsibility (CSR), and consider the implications for the corporate purpose movement. I explain how and why the symbolic management system, including the various forms of decoupling that have compromised CSR, could be readily extended to corporate purpose. I further suggest why (i) the symbolic management of purpose would extend a historical pattern of decoupling that has penetrated into ever more fundamental arenas of corporate governance, and (ii) at least some characteristics of corporate purpose may render it even more vulnerable to symbolic management and decoupling than CSR. I conclude that although the corporate purpose movement carries a substantial, downside risk of symbolic management and decoupling, it nonetheless has upside potential to improve corporate social performance, and that academic researchers have a key role to play in realizing that potential. I suggest several research strategies for detecting the presence and extent of symbolic decoupling of corporate purpose.

Suggested Citation

  • James D. Westphal, 2023. "Systemic Symbolic Management, Corporate Social Responsibility, and Corporate Purpose: A Cautionary Tale," Strategy Science, INFORMS, vol. 8(2), pages 221-232, June.
    • Handle: RePEc:inm:orstsc:v:8:y:2023:i:2:p:221-232
    DOI: 10.1287/stsc.2023.0188
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    References listed on IDEAS

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    Cited by:

    1. Yang Deng & Assunta Di Vaio & Tze San Ong, 2026. "Corporate Social Responsibility or Strategic Opportunism? Evidence From High and New Technology Firms," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 33(1), pages 1545-1567, January.
    2. Zhang, Tingting & Kim, Incheol & Gracy Yang, Jingyu & Zhang, Zhengyi, 2025. "Which institutions impose more sanctions? Formal vs. informal CEO non-duality institutions and stock price crash risk of CEO duality firms," Journal of Business Research, Elsevier, vol. 199(C).
    3. Sarah Kaplan, 2023. "The Promises and Perils of Corporate Purpose," Strategy Science, INFORMS, vol. 8(2), pages 288-301, June.
    4. Shipeng Yan & Wei Jiang & Yue Xu, 2026. "Global investors, hidden suppliers: how institutions shape the impact of stock market liberalization programs on corporate responsibility," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 57(2), pages 197-219, March.
    5. William Ocasio & Matthew Kraatz & David Chandler, 2023. "Making Sense of Corporate Purpose," Strategy Science, INFORMS, vol. 8(2), pages 123-138, June.
    6. Blanche Segrestin & Jérémy Lévêque & Kevin Levillain, 2025. "Companies with Multiple Purposes: A Study of Governance in French Sociétés à Mission," Post-Print hal-05015380, HAL.
    7. Witold J. Henisz, 2023. "The Value of Organizational Purpose," Strategy Science, INFORMS, vol. 8(2), pages 159-169, June.
    8. Ruth V. Aguilera, 2023. "Corporate Purpose in Comparative Perspective: The Role of Governance," Strategy Science, INFORMS, vol. 8(2), pages 193-201, June.
    9. Marissa Kimsey & Thijs Geradts & Julie Battilana, 2023. "Walking the Purpose-Talk Inside a Large Company: Sustainable Product Development as an Instance of Divergent Change," Strategy Science, INFORMS, vol. 8(2), pages 311-321, June.
    10. Juan (“John”) Almandoz, 2023. "Inside-out and Outside-in Perspectives on Corporate Purpose," Strategy Science, INFORMS, vol. 8(2), pages 139-148, June.

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