CSR as Strategic and Organizational Change at ``Groupe La Poste''

More and more companies are developing corporate social responsibility (CSR)-related programs which imply strategic and organizational changes. This article focuses on a public utility organization, the Groupe La Poste, in which CSR issues and practices are linked to its specific mission as a public service, thus defining and explicitly structuring its CSR programs. We explore the following research questions: Why did the Groupe La Poste formulate explicitly its CSR program? What is the content of this program and how it is perceived by managers? To provide answers to these questions, we have developed a conceptual framework based on a literature review linking CSR to strategic and organizational change and we apply it to the Groupe La Poste. The analysis shows a progressive convergence between strategic and CSR trajectories and sheds light into how an organization can progressively integrate CSR as a central part of its strategic plan. It confirms the role of central dimensions that support the integration of CSR programs within the organization. CSR-related mission and vision aim at orienting the organization toward sustainability and responsibility. CSR-related principles and policies transpose vision and mission into commitments and guide the implementation and adoption of responsible behavior while CSR-related shared values underlie the whole program.