DEVELOPING A SUSTAINABILITY STRATEGY BASED ON CSR: MODELS AND DETERMINANTS IN RUSSIAN BUSINESS

  • E.N. Tumilevich Pacific National University, Khabarovsk, Russia
DOI: https://doi.org/10.34680/BENEFICIUM.2026.1(58).54-68

Abstract

In the context of the growing global importance of the ESG agenda and the specificities of the Russian institutional environment, the transformation of corporate social responsibility (CSR) from a set of disparate initiatives into a comprehensive sustainable development strategy is becoming a critical task for Russian business. The purpose of this study is to identify the key determinants, barriers, and trajectories of this transformation through the lens of adapting international approaches to Russian realities. To achieve this goal, the following tasks were addressed: analyzing the evolution of CSR and sustainable development concepts, assessing prevailing integration models based on empirical data, identifying specific internal and external influencing factors, and developing conceptual recommendations. The research methodology is based on qualitative data analysis, including content analysis of public disclosures from 50 companies leading the RAEX rating, and the application of comparative and institutional approaches. As a result, a typology of companies based on the maturity of CSR integration was developed, identifying three clusters: «reactive», «strategic», and «integrated». It was established that a company's position within this typology is determined by overcoming specific barriers, including high capital intensity, a shortage of personnel competencies, and institutional variability. Management decisions facilitating transitions between clusters were identified, such as the integration of ESG criteria into KPI systems and executive compensation. The scientific novelty of the research lies in the development of an original conceptual model for formulating a sustainable development strategy, adapted to the Russian institutional context with its strong state role and inherited «social provider» model. The practical significance for business lies in the potential to use the developed framework for transforming CSR into a competitive advantage. For public authorities, the study substantiates the need to create systemic incentives and standardize non-financial disclosure requirements. Future research should focus on a longitudinal case-based analysis of Russian corporate strategy transformation, as well as a deeper examination of how the post-sanctions agenda is influencing the evolution of CSR.

Keywords: corporate social responsibility (CSR), corporate strategy, RAEX rating, Russian business, stakeholders, sustainable development, ESG

Funding: the research had no sponsorship (own resources).

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About the Author

Elena N. Tumilevich – Cand. Sci. (Economics), Docent; Associate Professor, Pacific National University, Khabarovsk, Russia. E-mail: elena-tumilevich@yandex.ru. SPIN РИНЦ 3821-6299. ORCID 0000-0002-4360-570X

For citation: Tumilevich E.N. Developing a Sustainability Strategy Based on CSR: Models and Determinants in Russian Business // BENEFICIUM. 2026. Vol. 1(58). Pp. 54-68. (In Russ.). DOI: 10.34680/BENEFICIUM.2026.1(58).54-68

Published
2026-03-10
Issue
No 1 (2026)
Section
TRANSFORMATION OF SOCIAL AND ECONOMIC SYSTEM