Moving from Eco-Blind to Eco Icon : Choosing to Move Beyond Ignorance, Tokenism, Moral Panics and Folk Devils

In this chapter we provide a brief overview of tacit and explicit attitudes and practices relating to economic, environmental, and social components of CSR and sustainability in organizations of various types and sizes. Organizations can simply do the minimum to meet minimum compliance with legislation as opposed to building CSR capability. We then compare and contrast three organizational cases illustrating how the concept and practice of CSR, TBL and business ethics more generally have been interpreted and applied. Two are major retail corporations with a large global footprint to address and the other organization is a Worker's cooperative with a well publicized set of principles it claims adherence to. We draw on previous and current research and literature to compile an argument regarding the feasibility of an approach to CSR and organizational culture development at individual, team and SBU levels, which is values-driven, encourages and empowers innovation in a sustainable fashion yet considers it still possible to be profitable. We highlight a conceptual model of the ways organisations have applied CSR to give a general overview of some key new risks and scenarios of the digital era and their features