In the series of articles I have shared on the platform, I have been arguing about organizational social responsibility approaches, highlighting that socially responsible companies can take advantage of market opportunities caused by the transformation of social and environmental values, a socially responsible behavior can generate a competitive advantage, and social responsibility strategies allow the company to anticipate and face certain legislative measures.

By means of information shared so far with all of you, probable employees, managers or some people that make up the stakeholders of this type of companies, we have considered socializing conceptualizations about the causes that have led to organizational instability that are not based on social responsibility strategies.

For example, it has been suggested that brand equity, reputation or innovation, environmental care, which are strongly influenced by organizational social responsibility, are aspects that are increasingly considered by consumers to choose products, hence aspects related to corporate social responsibility are important for business competitiveness.

This brings to light a reality generated by the information society: the relationship between the exercise of corporate social responsibility and its impact on the competitiveness of companies. According to Porter's theory of competitive advantage (2002), a company seeks to maintain its leadership in the market based on three generic strategies: costs, focus and differentiation.

Organizational social responsibility within the competitive perspective is considered a product differentiation strategy, therefore, by applying it a double purpose is fulfilled, a company that establishes a strategy of this type seeks to compete, either in the product or in the service, so that specific customers perceive a greater value in it, thanks to the improvement of some of its characteristics.