Corporate Social Responsibility and Territorial Sustainability: A Review of Carrera (2022)

In an era where globalization has transformed companies into borderless entities often
detached from the communities in which they operate, the concept of Corporate Social
Responsibility (CSR) has become increasingly vital in rebuilding broken social and territorial
ties. Letizia Carrera’s (2022) article “Corporate Social Responsibility. A Strategy for Social and
Territorial Sustainability,” published in the International Journal of Corporate Social
Responsibility, examines CSR not simply as philanthropy but as a strategic approach for
achieving sustainable development and strengthening community welfare. Carrera argues that
CSR can counteract the disconnection caused by global economic forces by fostering solidarity,
territorial cohesion, and social democracy. This review highlights the issues that gave rise to the
study, reflects on the insights drawn from its findings, and evaluates its significance in light of
broader research on CSR and sustainability.

Carrera’s work is grounded in the recognition that globalization and financial

liberalization, while expanding markets and opportunities, have also created a sharp rupture
between corporations and the territories they once supported. Businesses have increasingly
prioritized short-term profits and flexibility, often relocating operations to reduce costs without
regard for long-term impacts on their original communities. This phenomenon of
“deterritorialization” results not only in economic disruptions but also in the weakening of social
bonds, community trust, and territorial cohesion (Carrera, 2022). In many cases, local
governments themselves reinforce this problem by prioritizing short-term territorial marketing
strategies, which sacrifice sustainable development in favor of attracting transient investments.

The article frames CSR as a response to this widening gap between corporations and
societies. Carrera (2022) emphasizes that CSR initiatives, particularly when extended beyond
employees to the broader community, offer a means to restore solidarity and address inequalities
created by globalization. This is significant because the disconnection of companies from their
local contexts not only undermines territorial development but also erodes social trust and
increases vulnerability among marginalized populations. By situating CSR within this socio-
political and economic context, Carrera demonstrates why research on corporate responsibility is
more urgent than ever.

One of the key insights that emerges from Carrera’s article is the evolution of CSR from
voluntary, philanthropic gestures into a structural and strategic practice embedded within
corporate governance. CSR is no longer confined to charitable donations or isolated acts of
goodwill but has become an institutionalized responsibility aligned with sustainability goals and
territorial welfare. This shift illustrates a cultural transformation in how companies define their
role in society: from being profit-driven actors to being corporate citizens accountable to
employees, communities, and the environment.

Carrera provides concrete examples of CSR practices in the Apulian region of Italy,
where companies such as Masmec and Acquedotto Pugliese implement welfare initiatives that
extend beyond workplace benefits to include family support programs, cultural sponsorships,
flexible work arrangements, and even solidarity initiatives among employees. These practices
illustrate how CSR, when meaningfully implemented, strengthens territorial democracy by
ensuring that welfare opportunities are equitably distributed across communities. In doing so,
companies contribute to reducing inequalities between urban centers and peripheral regions,
counteracting the spatial polarization often worsened by globalization.

Another important insight is the mutual benefit of CSR: while communities gain
improved well-being and cohesion, companies enhance their reputation, employee loyalty, and
long-term competitiveness. Freeman, Velamuri, and Moriarty (2006) argue that adopting a
stakeholder approach, where corporations consider the needs of employees, consumers,
governments, and communities, creates more ethical and sustainable business models. Carrera’s
findings align with this perspective, showing that CSR is not simply altruism but a strategy that
benefits both corporations and society by fostering stability, trust, and resilience.

Carrera’s arguments are consistent with the broader literature on CSR and its growing
relevance in modern business practices. Latapí Agudelo, Jóhannsdóttir, and Davídsdóttir (2019)
provide a comprehensive review of CSR’s historical evolution, noting its transformation from a
voluntary, philanthropic activity into a structured global framework for sustainability. Their
findings support Carrera’s position that CSR must be understood as a long-term strategic
responsibility rather than a superficial or temporary corporate gesture.

Similarly, Carroll (2021) emphasizes that CSR has become the “centerpiece” of modern
business ethics, integrating economic, legal, and ethical responsibilities into corporate decision-
making. Carrera’s emphasis on CSR as a tool for territorial cohesion resonates with Carroll’s
assertion that CSR is now essential for balancing profitability with social and environmental
accountability. Both sources confirm that CSR is indispensable in addressing the societal
challenges created by globalization and in ensuring sustainable development at the territorial
level.

Carrera’s (2022) article offers an in-depth and compelling argument for CSR as a
transformative strategy that reconnects companies with the territories and communities from
which they have grown increasingly detached. By analyzing welfare practices in Apulian
companies, the study highlights CSR’s capacity to strengthen social solidarity, foster territorial
democracy, and promote sustainable development. The article makes clear that CSR is no longer
a marginal or voluntary aspect of business but a central component of corporate governance and
long-term competitiveness.

Supported by broader studies, including Latapí Agudelo et al. (2019), and Carroll (2021),
this review affirms that CSR represents both a moral obligation and a strategic advantage.
Carrera’s insights underscore the dual role of CSR: not only as a mechanism for companies to
maintain legitimacy in the eyes of stakeholders but also as a means to rebuild cohesion, trust, and
welfare in societies disrupted by global economic forces. Ultimately, the article highlights that
the future of sustainable and inclusive development depends on corporations embracing CSR as
a binding commitment rather than a voluntary choice.
References
Carrera, L. (2022). Corporate social responsibility. A strategy for social and territorial
sustainability. International Journal of Corporate Social Responsibility, 7(7).
[Link]
Carroll, A. B. (2021). Corporate social responsibility: Perspectives on the CSR construct’s
development and future. Business & Society, 60(6), 1258–1278.
[Link]
Latapí Agudelo, M. A., Jóhannsdóttir, L., & Davídsdóttir, B. (2019). A literature review of the
history and evolution of corporate social responsibility. International Journal of
Corporate Social Responsibility, 4(1). [Link]