Countering activism from CSR beneficiaries: a typology of strategic responses for firms

In the context of targeted activism, Corporate Social Responsibility (CSR) initiatives serve as both an asset and a liability for firms. While these initiatives can bolster firms’ reputations as socially responsible entities, deterring activism, they may also attract activism from the very groups they aim to support. Extant research lacks guidance on how CSR firms can respond to such challenges, highlighting the need for further investigation. Drawing on Construal Level and Socio-cognitive theories, this paper proposes strategic responses for CSR firms based on Hirschman’s Exit, Voice, and Loyalty (EVL) framework. Using a qualitative case study approach, it analyzes firms’ strategic responses—Exit, Voice, Loyalty, and Boycott—demonstrating how varied approaches, influenced by construal levels, CSR strategies, and contextual factors, safeguard brand integrity. Furthermore, this study enhances the EVL framework by introducing Boycott as a new response option, broadening its applicability to individuals, groups, and firms. It concludes by offering essential recommendations to help firms prevent future activism and establish a successful, long-term CSR strategy.