Abstract

Social standards have become important tools in corporate governance. They are often presented as voluntary initiatives in CSR and are generally based on the principle of multi-stakeholder collaboration as a means to gain legitimacy. Yet, based on a case study of a company in the textile industry, the paper shows that not all CSR standards are equally valued and that the adoption of particular CSR standards can be the result of external constraints on managerial discretion, e.g. emerging from business partners and activist groups