This thesis examines how the Norwegian shipping company, EidesvikOffshore ASA started to take greater environmental responsibility by creating technology that reduces CO2 emissions by nearly 50%. The examination focuses on how this technology relates to the concept of Corporate Social Responsibility (CSR). Why Eidesvik implemented CO2 reducing technology will be analysed in relation to the cultural and market context. In addition I will explore whether the environmental focus was “strategic” and if it led to organisational changes. I examined this by seeing if this new course of action affected Eidesvik´s goals, boundaries and activities.
The aim of this thesis is to contribute to the understanding of how CSR can function in practice by pointing out vital elements that are missing from the main bulk of literature, namely the long-term strategic element and the cultural reference for taking responsibility.
This thesis argues that CSR must be implemented into daily operations and long-term plans to become strategic and furthermore to create earning potentials. However, to carry out strategic CSR, a firm is highly dependant on how they look upon responsibility as a whole, and how the cultural and market context in which they operate has shaped their aspiration to take more responsibility.