Insider social change agents, such as CSR managers, are receiving more attention in research. Although we know a lot about these occupations, a key piece is missing. Occupations are understood to be comprised of three central elements - knowledge, practices, and values and, so far, scholarship on insider social change agents has focused primarily on the practices and values elements of these occupations, largely overlooking the element of knowledge, leaving us with significant remaining questions, such as: how do they prioritise what knowledge they should rely on? And, how do they distinguish and legitimate their knowledge? We argue that CSR managers face some distinct challenges in being recognized as experts as because of the specific knowledge domain that they need to master. We therefore examine how insider change agents, like CSR managers, construct and maintain a clear knowledge base that enables them to gain and demonstrate expertise? Through a study of CSR managers in France, we identify XXXX and YYYY,
