Company and society: The “Caras do Brasil” (Faces of Brazil) program as leverage for sustainable development

Abstract

Purpose

Inspired by a framework about the insertion of sustainable development in business strategy proposed by Steurer et al., the purpose of this article is to describe the Caras do Brasil (Faces of Brazil) program, highlighting its characteristics and how these can contribute to a new interpretation of the framework initially proposed.

Design/methodology/approach

A posteriori longitudinal research was undertaken with the first phase containing the theoretical research and the second phase containing the study of the Caras do Brasil (Faces of Brazil) program, which was designed as an incentive for the commercial development of small producers.

Findings

The present case demonstrates two characteristics that give reason to refine the framework proposed by Steurer et al. stakeholder pressures (either transactional or interactional) present differently; and the pressure of stakeholders is predominantly related to social concerns, rather than the predominance of environmental concerns stated by Steurer et al.

Research limitations/implications

The study limited itself to a posteriori data collection of the presented case, given that it was impossible to follow the program regularly from its implementation. The results were generated through the perspectives of employees in the sustainable development department of the Pão de Açucar Group, in view of the fact that it was not possible to interview each of the stakeholders involved.

Practical implications

For managers of many companies, the case can be considered an example of programs that seek to develop commercial activities with producers of poorer regions through the equilibrium of the economic, social and environmental dimensions.

Originality/value

The article demonstrates the differences of interpretation of the framework proposed by Steurer et al. when it is used to analyze a business program in a southern country such as Brazil. Separating transactional and interactional stakeholders grants the framework a higher level of detail.

Citation

Barin Cruz, L., Avila Pedrozo, E., Bacima, R. and Queiroz, B. (2007), "Company and society: The “Caras do Brasil” (Faces of Brazil) program as leverage for sustainable development", Management Decision, Vol. 45 No. 8, pp. 1297-1319. https://doi.org/10.1108/00251740710819041