Achieving sustainability through strategically driven CSR in the South African retail sector

•Strategic intent and involvement in CSR programmes of three South African retailers were researched and compared.•A new theoretical framework to evaluate CSR strategy was developed.•Sustainability issues for all three retailers are represented at Board level.•All three retailers combined categories of CSR and used partnerships on a technical level.•Strategy and implementation alignment improved overall sustainability.

The purpose of the research was to indicate how strategically driven CSR in the retail sector can improve social and environmental well-being. A qualitative comparative case study design was followed. Through the literature review in the first phase, three previously unrelated components, namely Warren's (2003) evolution of business legitimacy theory, Jensen's (2001) three descriptors of the company as an agent in society; and Holmström's (1997) social systemic Public Relations paradigm, were combined to develop a theoretical framework against which the websites and the annual and sustainability reports of three South African retailers were analysed in the second phase. Analyses were done at two levels: the degree to which community relations and governance issues were represented at strategic level and the achievement of specific impact objectives at technical level. All three retailers channelled CSR activities through either a foundation or a trust registered as a non-profit entity. This could be indicative of the importance assigned to their CRS initiatives. An ability to adapt to changes in the macro environment and surviving economic, political and social challenges was demonstrated.