Strategic CSR and profitability: leveraging private and voluntary sector partnerships

Purpose This study aims to examine the transformative potential of strategic corporate sustainability responsibility (SCSR) as a profit-enhancing strategy for businesses, in contrast to traditional corporate social responsibility, which predominantly emphasises reputation management. Design/methodology/approach To achieve the aim of this study, a qualitative case study analysis method was adopted, grounded in stakeholder and shared value theory. The research examines partnership dynamics between leading corporations, such as Unilever, Microsoft and Coca-Cola, and organisations like Oxfam and the World Wildlife Fund. It uses case studies and annual reports to assess the impact of socially responsible corporate sustainability initiatives. Findings Key findings reveal that SCSR initiatives align closely with corporate objectives, fostering stronger stakeholder relationships, uncovering new revenue streams and enhancing profitability while integrating social responsibility. Moreover, partnerships between the private sector and the voluntary sector are identified as a critical strategy essential for achieving these outcomes. Research limitations/implications The limitations of the study include its focus on specific case studies, indicating that further research could improve the generalisability of the findings across diverse industries. Originality/value This research not only reinforces the profitability of SCSR but also highlights its transformative potential in addressing pressing global challenges. It establishes a clear roadmap for businesses seeking to lead in social impact, sustainability and profitability, and emphasises the importance of partnerships with the voluntary sector as integral to the success of SCSR initiatives.