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2020 | OriginalPaper | Buchkapitel

7. Key Enablers/Inhibitors in the Corporate Social Responsibility—Business Strategy Integration Space

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Abstract

Despite the potentially positive image and reputation implications of businesses implementing strategies in Corporate Social Responsibility (CSR), there appears to be a dearth of companies able to play a leading role in advancing CSR activities to upper levels within the cognisance of the organisation. The vast majority of businesses appear to be merely complying with national regulations in their business sustainability efforts. This study aims to investigate the key enablers and inhibitors in assisting businesses integrate their CSR with their business strategy. A 17-question online survey was administered to many national and global companies in a range of industries. The resulting qualitative and quantitative data from 86 respondents was analysed and is presented in tabular, graphical, and text form. Quantitative responses were presented in the form of descriptive statistics, while qualitative data was analysed and presented thematically. The study found that the two main enablers/inhibitors to businesses integrating CSR with their corporate strategy were (i) improved measuring/reporting techniques for evaluating CSR outcomes (ii) informed education/knowledge in all aspects of CSR. Both academia and the business world can contribute and assist in confronting the two main issues and guide businesses as they attempt to integrate CSR more closely with the business model of their organisation. The study should help to encourage business and engineering schools in academic institutions in designing educational programmes to include CSR learning outcomes to their programmes.

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Metadaten
Titel
Key Enablers/Inhibitors in the Corporate Social Responsibility—Business Strategy Integration Space
verfasst von
Dr. Tony Kealy
Copyright-Jahr
2020
DOI
https://doi.org/10.1007/978-3-030-38673-3_7