Stakeholder engagement, flexible proactiveness and democratic durability as CSR strategic postures to overcome periods of crisis

Purpose: The aim of this study is twofold. First, the research aims to identify Integrated Thinking (IT) stages of development. Second, the research aims to investigate how IT has reacted to the COVID-19 pandemic by accelerating integrated CSR practises. Design/methodology/approach: The study employs a case study on an Italian multi-utility company, Iren Group. The research method uses triangulated data collected from semi-structured interviews and archival materials and it analyses data with a top-down and bottom-up coding procedure. This allows us to inductively develop a model of IT stages of development and CSR strategic postures as response patterns to the COVID-19 pandemic. Findings: The research identifies the developmental paths of IT initiation, IT reactiveness, and IT implementation responding to changes and challenges in times of crisis. Furthermore, the research provides stimuli for recovery to overcome periods of crisis through three main CSR strategic postures: stakeholder engagement, flexible proactiveness and democratic durability. Originality/value: This is among the first studies that analyses how IT acts during a crisis in the multi-utility sector. There are three main stages of development, i.e., IT initiation, IT reactiveness and IT implementation, which are characterised by stakeholder engagement, flexible proactiveness, and democratic durability. Practical implications: The research suggests that managers can adopt stakeholder engagement, flexible proactiveness and democratic durability as CSR strategic postures in order to integrate CSR practises into the company’s DNA and overcome periods of crisis.