Corporate Social Responsibility: The Case Against

Home » ESL activities » ESL reading activities » Corporate Social Responsibility: The Case Against

This is the reading article for the business English lesson plan Corporate Social Responsibility.

Corporate Social Responsibility (CSR) has become a cornerstone of modern business strategy, with companies touting their efforts to benefit society alongside their bottom lines. However, despite its noble intentions, CSR is not without its detractors. Critics argue that CSR initiatives can be superficial, misaligned with business goals, or even counterproductive. This article delves into the various criticisms of CSR, examining the deeper concerns about its implementation, motivations, and effectiveness. By exploring these themes, we gain a clearer understanding of the challenges and limitations inherent in the current practice of CSR.

1. The Primacy of Profit:

A fundamental criticism of CSR is that it detracts from the primary purpose of businesses: profit maximization. Milton Friedman famously argued that the only social responsibility of business is to increase its profits, asserting that any diversion of resources towards social causes represents a misuse of shareholder funds. This view holds that businesses are designed to generate wealth, and their involvement in social issues can lead to inefficiency and reduced competitiveness. David Vogel echoes this sentiment, suggesting that the market for virtue is limited and CSR initiatives often fail to address core business objectives effectively.

2. Superficiality and Greenwashing:

Critics argue that many CSR initiatives are superficial and serve primarily as public relations tools rather than genuine efforts to effect social change. Joel Bakan, in The Corporation: The Pathological Pursuit of Profit and Power, argues that corporations, driven by an inherent need to maximize profits, often engage in CSR as a facade to mask unethical behaviors. Naomi Klein (author of No Logo and This Changes Everything) further supports this view, highlighting how companies use CSR to improve their image while continuing harmful practices. This phenomenon, known as greenwashing, undermines the credibility of CSR and suggests that many initiatives are more about perception than substantive change.

3. Voluntary Measures and Ineffectiveness:

The voluntary nature of CSR is another major point of contention. Michael Haynes argues that without mandatory regulations, CSR efforts are insufficient to tackle systemic issues such as environmental degradation and labor exploitation. Robert Reich, former U.S. Secretary of Labor, also criticizes the reliance on voluntary CSR, contending in his book Supercapitalism that meaningful progress requires robust government intervention and regulation. Critics believe that self-regulation is inherently flawed, as companies lack the incentive to enforce stringent ethical standards on themselves.

4. Distraction from Systemic Change:

Some critics believe that CSR distracts from the need for broader systemic change. Anand Giridharadas, in Winners Take All: The Elite Charade of Changing the World, argues that corporate philanthropy and CSR initiatives often serve to maintain the status quo rather than address fundamental inequalities. By focusing on CSR, corporations can deflect attention from the need for more profound economic and social reforms that might threaten their power and profitability. Christian Felber advocates for an alternative economic model, the Economy for the Common Good, which seeks to realign business objectives with societal well-being fundamentally.

5. Lack of Accountability and Transparency:

The effectiveness of CSR is often undermined by a lack of accountability and transparency. Critics argue that without clear metrics and external oversight, it is difficult to assess the true impact of CSR initiatives. Joel Bakan highlights how corporations can manipulate CSR reports to present a favorable image without making significant changes. Michael Porter and Mark Kramer, while not outright critics of CSR, suggest that traditional CSR efforts often lack integration with core business strategies, making them less effective. They propose the concept of “Creating Shared Value” (CSV), which aims to align business success with social progress, but emphasize the need for greater transparency and accountability in these efforts.


The criticisms of CSR highlight significant concerns about its implementation, effectiveness, and motivations. From arguments about the primacy of profit to issues of superficiality, voluntary measures, distraction from systemic change, and lack of accountability, these critiques underscore the complexities of aligning business practices with social goals. Addressing these concerns requires a more integrated approach, where CSR is not merely a marketing tool but a fundamental component of business strategy, supported by robust regulatory frameworks and genuine commitment to ethical practices. Only then can CSR move beyond criticism and become a meaningful force for positive change in society.