Purpose Based on the principles of legitimacy theory, neo-institutional theory and stakeholder theory, this study aims to identify the specific characteristics of external pressures and a firm’s corporate social responsibility (CSR) disclosure that lead to high external and internal CSR performance. Design/methodology/approach Fuzzy-set qualitative comparative analysis is used on a data set comprising 23 top-ranked companies from the Reputation Index. The fuzzy-set qualitative comparative analysis methodology allows for a comprehensive analysis of how diverse combinations of antecedent conditions can lead to the same outcome, thereby capturing equifinality and causal complexity. Findings This research reveals that the characteristics shaping both external pressures and firms’ CSR disclosure exert either complementary or substitutable effects on external and internal CSR performance. The authors identify five distinct configurations that promote high external/internal CSR performance (Balanced, Blossom, Empathy, Integrated and Opportunity) where the importance of CSR embeddedness is highlighted. Originality/value The main contribution of this paper is its clear distinction between CSR disclosure and CSR performance. By separating these phenomena, this study reveals how disclosure, if not aligned with actual outcomes, can lead to corporate decoupling. Furthermore, the authors empirically differentiate between external and internal CSR performance to examine the configurations through which high levels of each are achieved.
Villalba-Ríos et al. (Mon,) studied this question.