CSR communication in PR consultancies: A study of external advisory and internal practice dynamics

Purpose This study examines how public relations (PR) consultancies in Spain manage corporate social responsibility (CSR) communication, both when advising clients and when implementing their own CSR commitments. It specifically explores the potential disjuncture between external advisory services and the internal institutionalisation of CSR practices. Methodology Adopting an abductive approach, this multi-phase, mixed-methods study combined a prior content analysis of PR consultancies' websites with semi-structured, in-depth interviews with CSR specialists from PR consultancies operating in Spain (n = 9). This was complemented by a survey of PR practitioners affiliated with the Spanish association of national and international PR consultancies (Asociación de Consultoras de Comunicación, ADC) (n = 34; N = 100). Data was analysed through thematic analysis with iterative coding procedures and descriptive statistical analysis. Findings The study identifies a shift in PR consultancies' CSR communication, moving from reporting-based practices to more strategic, ESG-oriented advisory services. Currently, the findings indicate a persistent gap between consultancies’ external CSR advisory sophistication and the more limited institutionalisation and visibility of their own CSR practices. This gap appears to be structurally influenced by the organisational characteristics of PR consultancies, rather than being an incidental inconsistency. Originality The study contributes to CSR communication research by moving beyond a corporation-centred perspective and examining PR consultancies as dual-role actors. It proposes a model explaining the emergence of a legitimacy gap between external CSR advisory work and internal organisational practices. Theoretical and practical implications The article introduces The Legitimacy Paradox of CSR Communication in PR Consultancies (LPC-PR) as an interpretive model, linking organisational structure to external advisory roles and the internal integration of CSR practices to explain legitimacy tensions. From a practical perspective, the findings suggest that PR consultancies could enhance credibility and reputational robustness by strengthening the visibility and internal embedding of their own CSR efforts.