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CSR Management Profiles - The Gap Between Thinking and Doing

The concept of Corporate Social Responsibility (CSR) is increasingly present in the economic literature and helping to explain interactions between the economic entity and environment. Therefore, according to the contemporary economic conditions, it is necessary to accept the complementarity of both business and social goals. Social and firm welfare are often under mutual influence, because without economic development there is not possible for society to prosper and vice versa the development of society cannot be achieved without economic growth. The literature about CSR is very heterogeneous and multiple meanings are generated by different ways of defining the term. This paper answers the call in the literature for the pragmatic approach in strategic management pointing out a possibility of a multitude of approaches when looking at socio-sensible business aspects. Our research is focused on organizational (micro) level of analysis. Managers often present him/herself and the firm in a better light than it really is. The gap between the perceived impact and the real respond to different stakeholders offers a new light in the area of performing research of corporate social responsibility. Two suggestions for improving the quality of results are context based questions and including multiple respondents from firm. The context based questions disclose the manner in which managers will really react in specific situation when social responsibility issues are touched.The contribution of the paper can be seen in the methodological approach directed to detect the gap between management perception and management reaction in social complex reality. Comparing what managers a priority tell and the way they prefer to react in specific CSR situations help to identify different profiles of social responsible management, in this paper shortly named CSR profiles.