<p>This study uses Actor – Network Theory as a lens to present a case study of the process by which Indiska Magasinet, a large Swedish retailer, has defined and developed its conceptualization of Corporate Social Responsibility. Actor – Network Theory offers a valuable tool to examine the inter-actor negotiations that precede a conceptualization of Corporate Social Responsibility. The study results are primarily based on interviews with two prominent Indiska personnel in decision-making positions. At the instigation of the writers, the Indiska personnel told stories about the company’s way of working with Corporate Social Responsibility. In doing so, they described four principle examples of how inter-actor negotiations resulted in significant developments in Indiska’s approach to Corporate Social Responsibility. Their stories also highlighted shared values and legitimacy as the main reasons that Indiska allows other actors to influence its conceptualization of Corporate Social Responsibility.</p>

This study uses Actor – Network Theory as a lens to present a case study of the process by which Indiska Magasinet, a large Swedish retailer, has defined and developed its conceptualization of Corporate Social Responsibility. Actor – Network Theory offers a valuable tool to examine the inter-actor negotiations that precede a conceptualization of Corporate Social Responsibility. The study results are primarily based on interviews with two prominent Indiska personnel in decision-making positions. At the instigation of the writers, the Indiska personnel told stories about the company’s way of working with Corporate Social Responsibility. In doing so, they described four principle examples of how inter-actor negotiations resulted in significant developments in Indiska’s approach to Corporate Social Responsibility. Their stories also highlighted shared values and legitimacy as the main reasons that Indiska allows other actors to influence its conceptualization of Corporate Social Responsibility.