Adherence of social responsibility management in Brazilian organizations

Purpose - This paper aims to analyze the adherence of social responsibility management (SRM) in Brazilian organizations and to identify the driving and the resistance forces to implement it. Design/methodology/approach - This article presents a deep literature review on SRM, corporate social responsibility (CSR) and stakeholder management, which aim to support a survey research to define, according to experts, the market perception of adherence of SRM. Findings - The paper presents evidence that there is adherence on the part of the practices of organizations that adhere to the theoretical foundations of SRM in Brazil. It was found that organizations should seek to improve nine areas to implement SRM and can use each of these areas strategically or all together. Practical implications - This study provides an opportunity for employees whose perceptions are aligned based on educational programs and engagement in CSR, and these gains favor the improvement of their own management and the quality of relationships. Social implications - The research provides an opportunity to recast actions and the possibility of being recognized by stakeholders as active agents in this process. Originality/value - This study sheds new light on both SRM and the CSR literature because of its attempt to bridge the theoretical foundations and market practices, which was performed to verify the gaps in corporative SRM process of Brazilian organizations. This study highlights for researchers and practitioners a relevant field of study whose importance is widely recognized but whose results remain scarce and limited.