Achieving collaboration with diverse stakeholders - the role of strategic ambiguity in CSR communication - ABstract and introduction

Sep 11, 2026

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This paper examines how strategic ambiguity can support CSR communication to foster collaboration among diverse stakeholders. Research uses a multiple case study in the food and drink value chain in Western Europe. Results identify drivers of strategic ambiguity and link them to active versus passive stakeholder responses, outlining how to apply the approach across the broader stakeholder community and to specific groups. The framework advances CSR communication and stakeholder management through strategic ambiguity in branding.

LanguageEnglish

CategoryPresentations

FormatDOCX

Pages56

Reading Time20 min

AccessFree to download

Introduction

Sustainability and value-chain collaboration

CSR communication, stakeholder response, and co-creation

Achieving collaboration with diverse stakeholders – the role of strategic ambiguity in CSR communication ABSTRACT This paper seeks to explore how the concept of strategic ambiguity could have a role in CSR communication to stimulate collaboration with diverse stakeholders. The research is undertaken through a multiple case study in the food and drink value chain in Western Europe. The findings suggest a number of drivers for strategic ambiguity and connect these to active versus passive stakeholder response. Further it advises how strategic ambiguity may be applied in CSR communication both across the wider stakeholder community and to specific stakeholder groups. In theoretical terms, the findings offer an essential advance in communication and stakeholder management practices around CSR philosophies by introducing strategic ambiguity in the format of branding, which could unify diverse stakeholders, stimulate innovation and facilitate collaboration and co-creation. The presented communication framework, by being more universal, offers profitability in not only environmental and social aspects, but also in financial and management terms. Key words: Strategic ambiguity; CSR communication; Sustainability; Stakeholder management; Sustainability program brand Introduction Over the past decades the business literature has widely addressed sustainability, which Crane and Matten define as (2010, p. 34): “… the long-term maintenance of systems according to environmental, economic and social considerations.” Sustainability calls for a value chain approach, whereby firms need to take wider responsibility and collaborate with a range of stakeholders to ensure that unsustainable practices are addressed (Vurro et al., 2009; Savage et al., 2010; Sakarya et al., 2012; Crane et al., 2014). The United Nations Environmental Programme (UNEP) also emphasizes this value chain approach (www.unep.org): “The organization must 'go beyond its facility boundaries' and be willing to expand its scope of collaboration and communication to all stakeholders in its value chain.” While the UNEP quote mentions collaboration and communication as separate prerequisites for sustainable development, a view may be taken of these two concepts as interlinked, as communication forms the foundation for collaboration (Andriof and Waddock, 2002; Gregory, 2007; Du et al., 2010). So while communication is an essential building block to facilitate collaboration on sustainability initiatives, a substantial part of the extant Sustainability/CSR communication literature takes a limited approach and primarily focuses on consumers as the target audience with the purpose of creating trust and brand loyalty (Sen and Bhattacharya, 2001; Brunk, 2010; Öberseder et al., 2013; Blombäck and Scandelius, 2013; Golob et al., 2013), so as to safeguard competitiveness in the marketplace (Dowling, 2004; Gurau, 2013). This notion on CSR communication doesn’t require much of an active response from stakeholders, other than purchasing the products or services on offer, or refraining from criticizing the corporation. Such narrow stakeholder focus, aiming primarily for a passive response, results in an increasing criticism of the marketing domain as considering the interests of primarily the customer without major concerns on how other stakeholders are faring (Maignan et al., 2005). As a response, a more contemporary view of marketing is emerging through the service-dominant marketing logic, whereby value should be co-created with customers and other stakeholders, with an outcome benefitting not only the firm but also the network of co-creators (Vargo and Lusch, 2004 and 2008; Lusch and Vargo, 2014). It should here be clarified that co-creation can be viewed as collaboration with higher involvement and creativity, leading to shared value (Ind et al., 2013). Inspired by the ideas of co-creation as opposed to passive stakeholders response, Roos and Gustafsson (2011) empirically find that active cust

FAQs

What is the paper’s central focus regarding CSR communication?

The paper explores how strategic ambiguity can be used in CSR communication to stimulate collaboration with diverse stakeholders.

How is the research conducted?

The study uses a multiple case study in the food and drink value chain in Western Europe.

What do the findings suggest about stakeholder responses?

The findings connect drivers of strategic ambiguity to active versus passive stakeholder responses and propose how to apply the concept to both broad and specific stakeholder groups.

Sep 11, 2026

Upload by Maeve