The Dark Side of Stakeholder Reactions to Corporate Social Responsibility: Tensions and Micro‐level Undesirable Outcomes

With a review of literature on corporate social responsibility (CSR) and its micro-level impacts, this article proposes an integrative framework to map undesirable relational outcomes of CSR activities on internal (employees) and external (customers) stakeholders. By adopting a paradox-based perspective, the authors determine that unexpected, adverse stakeholder reactions to CSR primarily are driven by either performing or belonging tensions, related to exchange- and identity-based stakeholder concerns, respectively. Specifically, contextual and personal influences can trigger and explain undesirable relational outcomes of CSR. On this basis, this article offers a research agenda for developing a more refined understanding of CSR-related tensions and a more nuanced perspective on the business case for CSR.