Abstract

A more in-depth approach to sustainability by the B2B companies, going beyond the standard requirements of CSR and acting as conscientious organizations that advance the balanced creation of value for different stakeholders has been called for. Organizations should advance behaviors based on their purpose and distinctive capabilities, especially focusing on the long-term effects of their actions. In spreading the consciousness throughout the organization, leadership plays a significant role. In responsible leadership literature, integrative approach has been put forward suggesting broadening the scope of leadership beyond formal leaders to incorporate a variety of people with different backgrounds, experiences, and knowledge to enhance conscientious actions throughout and outside the organization. The present study employs existing knowledge of conscientious organizations and integrative leadership to identify how a conscientious organization in a B2B context develops its organization identity. The empirical part of the study includes a single case study of a B2B firm operating in the software industry. By abductive analytical approach, the study identifies practices strengthening the organization identity of a conscientious B2B organization, but also the underlying strategic choices and related tensions in the development towards in-depth conscientiousness.