How sustainability assurance work gets done: assurors’ sensemaking, socialization and interactions with clients

This study examines how assurors make sense of sustainability assurance (SA) work and how interactions with assurance team members and clients shape assurors' sensemaking and their actual SA work. Design/methodology/approach To obtain detailed accounts of how SA work occurs on the ground, this study explores three SA engagements by interviewing the main actors involved, both at the client firms and at their Big Four assurance providers. Findings Individual assurors' (i.e. partners and other team members) sensemaking of SA work results in the crafting of their logics of action (LoAs), that is, their meanings about the objectives of SA work and how to conduct it. Without organizational socialization, team members may not arrive at shared meanings and deviate from the team-wide assurance approach. To fulfill their objectives for SA work, assurors may engage in socialization with clients or assume a temporary role. Yet, the role negotiations taking place in the shadows of the scope negotiations determine their default role during the engagement. Practical implications Two options are available to help SA statement users gauge the relevance of SA work: either displaying the SA work performed or making it more uniform. Originality/value This study theoretically grounds how assurors make sense of SA work and documents how (the lack of) professional socialization, organizational socialization and socialization of frequent interaction partners at the client shape actual SA work. Thereby, it unravels the SA work concealed behind SA statements.