Making sense of corporate social responsibility

Corporate social responsibility (CSR) has become a widespread concept and practice that almost every relevant company appears to adopt. In reality, however, it is a complex and contested idea — particularly in the pharmaceutical industry. Pharmaceutical products save lives, yet the industry is frequently criticized for its practices and often faces ethical dilemmas. This thesis explores how 12 managers from multinational pharmaceutical companies understand and interpret CSR in their daily work.

Based on interviews focusing on personal narratives and “antenarratives” — the fragmented, evolving stories people tell — the findings reveal that CSR in this sector is politicized, ambiguous, and marked by tensions. Managers described the constant balancing between profit-making and ethical considerations, navigating strict regulations, and maintaining public trust. They viewed CSR not as a separate activity, but as something embedded in core business functions such as R&D, market access, supply chain management, and commercial operations.

The results show that the meaning of CSR is often shaped by context: strategic goals may conflict with emerging practical realities, and ethical intentions often meet commercial pressures. The study highlights the role of individual managers in shaping CSR in practice, demonstrating that it is not a fixed concept or static set of actions, but an ongoing process of interpretation and adaptation within business and society.