The present study contrasts heavy construction companies’ theoretical frameworks for sustainable development with their actual practices and decision models. The study is conducted by analysing company-published documents and sustainability reports. The study uses resource methodological content analysis to develop prescriptions for sustainability in the management of the companies analysed. The results point to three main findings: 1) the social, economic, and political forces that impelled the companies to implement sustainable business practices; 2) the development of people who follow the traditional model of training and development; 3) endeavours to balance the economic goals of making a profit with social responsibility practices as a way of characterising the company’s commitment to sustainability.
Keywords: corporate social responsibility, sustainable development, heavy construction, Brazil