摘要：Corporate Social Responsibility has multiple faces that contradict each other. On the one hand there is the communication of great aspirations and ambitions. On the other hand, there is the unruly practice that complicates living up to those ambitions. These contradictions are, without being exhaustive, caused by a focus on economic performance, organizational behavior, adherence to leading supply chain paradigms, and reputation management. In general, corporate communication about social responsibility is perceived as hypocritical. This research looks at how these communications initiate sustainability measures in the distribution and supply chain functions of a large multinational company. In a single embedded case study, data collection took place using semi-structured interviews complemented with document research. The empirical results show that the supply chain managers were positively critical of the communication about implemented sustainability measures and considered them as an invitation to act. However, they assessed the organization that surrounded them to be less lenient due to the different objectives of the various functions. The respondents diverged about which sustainability measures to apply and embed in the supply chain organization. It became clear that the knowledge base of the respondents was fragmented and incoherent. Reflecting on the research results, the role of top management seems crucial when it comes to coherent policy, knowledge development, and the prioritization of sustainability measures.
