Dialogical vs. partisan CSR: A corporate dilemma in polarization

Abstract

In polarized times “being responsible” no longer means the same thing to everyone. For some stakeholders, responsibility means advancing a cause; for others, it means exercising restraint. How can companies behave responsibly when society pulls them in opposite directions? Our study of Italian telecom companies during the 5G rollout shows that managers address this dilemma through what we call “partisan CSR”: engaging only with supportive audiences while ignoring critical ones. This selective approach may seem efficient because it reinforces shared views and relationships with favorable stakeholders while avoiding confrontation with critical ones. Yet it comes at a cost. By fueling a one-sided dialogue, companies risk deepening societal polarization, redefining responsibility around business interests rather than societal ones, and eroding the long term trust that genuine CSR generates.