conclusion for corporate social responsibility essay

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The Truth About CSR

• V. Kasturi Rangan,
• Lisa Chase,
• Sohel Karim

Despite the widely accepted ideal of “shared value,” research led by Harvard Business School’s Kasturi Rangan suggests that this is not the norm—and that’s OK. Most companies practice a multifaceted version of CSR that spans theaters ranging from pure philanthropy to environmental sustainability to the explicitly strategic. To maximize their impact, companies must ensure that initiatives in the various theaters form a unified platform. Four steps can help them do so:

Pruning and aligning programs within theaters. Companies must examine their existing programs in each theater, reducing or eliminating those that do not address an important social or environmental problem in keeping with the firm’s business purpose and values.

Developing metrics to gauge performance. Just as the goals of programs vary from theater to theater, so do the definitions of success.

Coordinating programs across theaters. This does not mean that all initiatives necessarily address the same problem; it means that they are mutually reinforcing and form a cogent whole.

Developing an interdisciplinary CSR strategy. The range of purposes underlying initiatives in different theaters and the variation in how those initiatives are managed pose major barriers for many firms. Strategy development can be top-down or bottom-up, but ongoing communication is key.

These practices have helped companies including PNC Bank, IKEA, and Ambuja Cements bring discipline and coherence to their CSR portfolios.

Most of these programs aren’t strategic—and that’s OK.

Idea in Brief

The problem.

Many companies’ CSR initiatives are disparate and uncoordinated, run by a variety of managers without the active engagement of the CEO. Such firms cannot maximize their positive impact on the social and environmental systems in which they operate.

The Solution

Firms must develop coherent CSR strategies, with activities typically divided among three theaters of practice. Theater one focuses on philanthropy, theater two on improving operational effectiveness, and theater three on transforming the business model to create shared value.

Companies must prune existing programs in each theater to align them with the firm’s purpose and values; develop ways of measuring initiatives’ success; coordinate programs across theaters; and create an interdisciplinary management team to drive CSR strategy.

Most companies have long practiced some form of corporate social and environmental responsibility with the broad goal, simply, of contributing to the well-being of the communities and society they affect and on which they depend. But there is increasing pressure to dress up CSR as a business discipline and demand that every initiative deliver business results. That is asking too much of CSR and distracts from what must be its main goal: to align a company’s social and environmental activities with its business purpose and values. If in doing so CSR activities mitigate risks, enhance reputation, and contribute to business results, that is all to the good. But for many CSR programs, those outcomes should be a spillover, not their reason for being. This article explains why firms must refocus their CSR activities on this fundamental goal and provides a systematic process for bringing coherence and discipline to CSR strategies.

• VR V. Kasturi Rangan is a Baker Foundation Professor at Harvard Business School and a cofounder and cochair of the HBS Social Enterprise Initiative.
• Lisa Chase is a research associate at Harvard Business School and a freelance consultant.
• SK Sohel Karim is a cofounder and the managing director of Socient Associates, a social enterprise consulting firm.

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THREE ESSAYS ON CORPORATE SOCIAL RESPONSIBILITY

REN, XINGZI (2023) THREE ESSAYS ON CORPORATE SOCIAL RESPONSIBILITY. Doctoral thesis, Durham University.

This thesis encompasses three empirical chapters, each focusing on a distinct aspect of corporate social responsibility (CSR) and examining both its drivers and outcomes at organizational and individual levels. The first empirical chapter investigates the role of gender diversity in top management teams and its relationship with firms’ CSR engagement. Drawing on resource dependence theory, the primary findings indicate that female directors significantly enhance firm's CSR performance by contributing to board diversity. Furthermore, the results reveal that social trust bolsters the effectiveness of female directors. The second empirical chapter explores the environmental issues and their driving factor, specifically institutional investors. The analysis demonstrates that institutional investors contribute to a reduction in greenhouse gas emissions among Chinese listed firms. The mechanism operates through the investors’ use of their voice in shareholder proposals. The final empirical chapter delves into external experiences that influence CEOs' attitudes towards their firms' CSR profiles. The findings suggest that CEOs, motivated by a desire to enhance their reputation, tend to engage more in CSR activities following the receipt of an award. Concurrently, the easing of financial constraints facilitates these decisions. Ultimately, the results support the notion that CSR agency problems can lead to decisions made by awarded CEOs that adversely impact firm value.

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Corporate Social Responsibility

Business ownership – A view from Stakeholders Perspective

Only a few corporations take the csr seriously, economic hard time and core business focus, role and responsibility conflict, environmental management and corporations’ profitability.

Long periods of time have seen businesses sustain success in the visibly competitive world of trade. This success is linked to good governance from the board of management, with support from the shareholders. Similarly, businesses that have performed poorly in the past are connected to the weaknesses of the boards of governors, who in one way or another failed to address specific issues that confront their business venture. The management of corporations is in most cases under the leadership of a chief executive officer (CEO), who is given the opportunity to manage the corporation by the shareholders (Mallin, 2007). The CEO reports directly to the board of directors. While the board plays a critical role in ensuring that the management and the CEO of the organization get everything right, the board is normally answerable to the shareholders (Monks & Minow, 2007, p.126).

It is noted that the test of any effective governance and management is reflected in the degree to which an organization achieves its purpose and set goals (Jensen, 1976, p.4). However, another phenomenon has emerged in the world of business where the roles of business entities have been billed to go beyond shareholder satisfaction. This is Corporate Social Responsibility (CSR) which has been linked with the responsibility of caring for stakeholders in a wider perspective of the global or regional community (Carroll, 1999). Others refer to it as corporate citizenship, with the common belief that it influences all the aspects of the business on a global or regional scale. This belief is pinned on the notion that businesses matter since they create a lot of wealth, which they are required to share with the community under the banner of “stakeholders” (Atkinson, Waterhouse & Wells, 1997, p.25). In other words, the concept of the CRS is a state in which an organization decides where it fits in social fabrics, by addressing the ethics of business, corporate governance, environmental issues, and any other issue within the social context of the society (Bushman & Smith, 2003). But is CSR necessary for the success of a corporation? Or is CSR an obligation of the Corporations? This paper critically analyzes whether the corporations have the role of Corporate Social Responsibility as part of their duty in the wider aspect of their roles.

According to some business pundits, business is principally owned by stakeholders, and that any money spent on Corporate Social Responsibility is a waste of corporation’s resources and ‘polite robbery’ from the rightful owners of the business (Bushman & Smith, 2003, p.14). The case against CSR can be traced back to a statement by scholar and business leader, Laisser-Fair. Supporting his position are people like Elaine Sternberg, who argues that practicing CRS is basically going against human rights; the right of owners to enjoy the right to reap from their efforts, hence they are denied the right to property ownership (Werther & Chandler, 2006). Stating that the objectives of every contemporary view are ridiculous, she argues that the right to own a property is earned fairly in a business environment and thus should be respected at all costs (Werther & Chandler, 2006, p.39). However, a view that “ordinary decency, honesty, and fairness” should be at the forefront of every corporation is also paramount in many ways (Jensen, 1996).

It is also argued that corporate social responsibility undermines the very base of a free society (Grossman & Hart, 1982). This is because of the acceptance of the corporate leaders that they have a social responsibility to satisfy the needs of those who have not contributed directly to the success of the corporation. It thus means that the responsibility to make more profit to the shareholders is jeopardized.

The past surveys of the most respected companies in the globe show that corporations that have not concentrated much on the topic do better than the ones which have concentrated much on CSR activities (Freeman, 1994). The survey revealed that the position of “The Most Respected Business Leaders” has been occupied by those executives or business leaders who do not play nice in the market, hence creating a belief that being good to the stakeholders at large is not

the way to go for success in business (Freeman, 1994). For instance, business leaders like Bill Gates are known to have not played the business game fairly, but still emerge with honors on their achievements (Monks & Minow, 2007). In fact, Microsoft is associated with some of the highest-profile cases of playing ‘big brother’ in the business environment hence jeopardizing the success of other firms in the same line of business (Monks & Minow, 2007, p.172). In fact, Bill Gates has used his huge financial achievements in the market to give away huge sums of money to the needy, at the expense of the competing firms.

Another notable case is that of Jack Welch of General Electric. He played nasty in the business world by a memorable and anti-social downsizing in his corporation and cases of environmental pollution that led to a lot of criticism from the society members, including the fellow business leaders (Monks & Minow, 2007, p.173). However, Alchian & Desmetz (2002) argues that Welch played his part in a manner that would be considered social responsibility activity, especially through his restructuring of the employee status through empowerment. Welch is in records as to have said that making a profit and paying taxes should not be the sole agenda that occupies the minds of the corporation leaders (Alchian & Desmetz, 2002).

In the dimension of core business and the need to focus on it, especially during this period of economic hardship, many scholars have argued that one should not lose focus of core business in the name of spending money unnecessarily. Colley (2003, p.213) states that “you cannot go round spending extravagantly” on unimportant issues while you are retrenching workers and the reputation of the company is headed downhill. From this argument, it is easy to argue that the reputation of the company may not be easily redeemed when the very society that is supposed to respond positively towards their activities are skeptical about everything they do in the name of CSR.

Fombrun (1996) on the other hand argues that the process of managing CSR depends on the aspect of managing a business. In this dimension, one can handle it poorly or well depending on whether the managers keep a firm focus on the business goals and objectives. It is, therefore, possible to reason out that time and again it is the corporation’s responsibility to keep off those activities that would attract the attention of pressure groups, especially the environmentalists or to avoid carrying out activities that may lead to prosecution and paying of regulatory charges (Fombrun, 1996). He states that through such an initiative, there would be no need for splashing out money for CSR activities. After all, many observe that CSR can lead to withdrawal of attention towards the improvement of quality, as the corporation will be spending a lot of time and money on building the image through CSR at the expense of improving product quality (Freeman 1994).

Historically, businesses have moved beyond morality and public policy, hence the need to do what is needed; create an environment for sustainable profit and growth (Millstein, 1998). By doing this, the government is benefiting through taxation, hence the need to create a favorable framework for the proper and fair game in society. Millstein (1998) argues that it is not logical to insist that smoking remain legal and adding a huge tax on it at the expense of consumers, and still act in the name of CSR. In fact many have argued that such activities or actions are purely not in the interest of the wider stakeholders, hence the call for the wholesome illegalization of tobacco.

It is indeed becoming extremely challenging as it is getting extremely hard to sustain the impact of such negative perceptions. In fact, taking an example of the tobacco industry still, they are actually global players, a big corporation that does continuously grow in its global networks at the expense of other locally based corporations. This makes it possible to take a global look at the scenario thus assuming the roles played by the locally based corporations. In essence, this may be the point behind many organizations hiding in the blanket of “small impact group” of corporations (Alchian & Desmetz, 2002).

Several studies have indicated that almost every business idea or a business venture that one may think of has the ability to “shift 1% of its overall turnover straight into its bottom line”, only if proper environmental management is undertaken in a way that would minimize wastes (Bushman & Smith, 2003). However, a lot of business leaders do not positively conceive the idea of spending money on environmental conservation or minimizing waste through specific environmental initiatives (Bushman & Smith, 2003). According to Bushman & Smith, business leaders do not like the idea of preventing the on-coming problem, but like acting after the disaster so that they can rebuild their name through CSR activities. In principle, the solution to the problems only comes after the need to solve an already existing problem rather than acting to clear the looming one.

There is considerable evidence that good governance cannot be replaced by activities of CSR. It must also be noted that the governance of corporations relies on the internal means through which their performances are accomplished (Colley, 2003). There is also little debate that good corporate governance will definitely impact the overall performance of the corporation. Again, while governance of a corporation is comprised of the internal relationships amongst shareholders, boards of directors, and managers, it must be acknowledged that such relationships are a result of respective roles of the government and private sector. This is seen in the way governments manage the laid down regulations, the general perception of the public as well as voluntary private initiatives. It is therefore important to note that CSR is basically an image-building initiative that in most cases can be avoided at the initial stages of company development. Again it should therefore be acknowledged that the primary role of corporate governance is to ensure the shareholders get their rightful control and benefit of the corporation rather than venturing into the image-building exercise through CSR.

Alchian, A., & Desmetz H. (1972) Production, Information Costs and Economic Organization. American Economic Review , 62, pp. 777-795.

Atkinson, A., & Waterhouse J., & Wells R. (1997) A stakeholder approach to strategic performance measurement. Sloan Management Review , Spring [38(3)]: 25-36.

Bushman, R., & Smith J. (2003) Trasparency, Financial Accounting Information and the Corporate Governance. FRBNY, Economic Policy Review , April.

Carroll, A. B. (1999) Corporate social responsibility: Evolution of a definitional construct. Business and Society 38(3), 268-295.

Colley, J.L. (2003) Corporate Governance . London. McGraw-Hill Professional.

Fombrun, C., J. (1996). Reputation: Realizing Value from the Corporate Image . Boston, MA: Harvard Business School Press.

Freeman E. R. (1984) Strategic Management: A Stakeholder Approach . Chicago. Pittman Books Limited.

Grossman, S., & Hart O. (1982) Corporate Financial Structure and Managerial Incentives. The Economics of Information and Uncertainty . Chicago. University of Chicago press.

Jensen, M. C. (1976) Theory of Firm: Managerial Behavior, Agency Costs and Ownership Structure. Working Paper , No 3 (1).

Mallin, C.A. 2007 Corporate Governance , 2 nd Edition. Oxford. Oxford University Press.

Millstein, I.M. (1998) Organization for Economic Co-operation and Development : Business Sector Advisory Group on Corporate Governance . London. OECD Publishing.

Monks, R. G. & Minow, N. (2007) Corporate Governance , 4 th Edition. New York. Wiley Blackwell.

Werther, B.W., & Chandler, D. (2006) Strategic Corporate Social Responsibility: Stakeholders in a Global Environment . Miami. University of Miami Publishing Press.

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Home — Essay Samples — Business — Corporate Social Responsibility

Essays on Corporate Social Responsibility

Corporate Social Responsibility (CSR) has become an integral part of modern business practices. It involves companies taking responsibility for the impacts of their activities on society and the environment. As such, CSR has gained increasing attention from businesses, consumers, and policymakers. Writing an essay on CSR provides an opportunity to explore various aspects of this important topic and its implications for business and society. In this article, we will provide a long list of CSR essay topics and discuss the importance of the topic, as well as offer advice on choosing a topic for your essay.

The Importance of the Topic

The concept of CSR has gained significant importance in recent years due to the increasing awareness of environmental and social issues. As a result, businesses are under pressure to operate in a more sustainable and socially responsible manner. This involves considering the impact of their operations on the environment, as well as their employees, customers, and local communities. CSR has also become a key factor in shaping a company's reputation and brand image, as consumers are increasingly looking to support companies that demonstrate a commitment to social and environmental responsibility.

Furthermore, CSR can have a positive impact on a company's bottom line. Research has shown that companies that prioritize CSR tend to have better financial performance and are more attractive to investors. Additionally, CSR initiatives can help improve employee morale, attract top talent, and enhance customer loyalty.

Advice on Choosing a Topic

When choosing a topic for your CSR essay, it's important to consider your interests and the specific aspects of CSR that you are passionate about. You may want to focus on a particular industry, such as the fashion industry or the technology sector, and explore the CSR practices and challenges within that industry. Alternatively, you may want to examine the role of government policies and regulations in promoting CSR, or the impact of CSR on consumer behavior and purchasing decisions. You could also explore the ethical implications of CSR, corporate governance, or the role of stakeholders in shaping CSR strategies.

In addition, you may want to consider current events and trends related to CSR, such as the impact of the COVID-19 pandemic on CSR practices, or the role of businesses in addressing climate change and environmental sustainability. Ultimately, the goal is to choose a topic that is both relevant and meaningful to you, and that allows you to explore and analyze the complexities of CSR in a thoughtful and insightful manner.

Writing an essay on Corporate Social Responsibility provides an opportunity to delve into a wide range of important and timely topics. CSR is an increasingly important aspect of modern business practices, with implications for the environment, society, and the economy. By choosing a topic that is relevant and meaningful to you, you can explore the complexities of CSR and contribute to the ongoing dialogue on how businesses can operate in a more sustainable and socially responsible manner. Hopefully, the list of CSR essay topics provided in this article will inspire you to choose a topic that sparks your interest and allows you to make a valuable contribution to the discussion on CSR.

List of CSR Essay Topics

• CSR practices in the fashion industry
• The impact of government policies on CSR
• Consumer behavior and CSR
• Ethical implications of CSR
• Corporate governance and CSR
• Stakeholder roles in shaping CSR strategies
• The impact of COVID-19 on CSR practices
• Businesses' role in addressing climate change
• Environmental sustainability and CSR

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6 Examples of Corporate Social Responsibility That Were Successful

• 06 Jun 2019

Business is about more than just making a profit. Climate change, economic inequality, and other global challenges that impact communities worldwide have compelled companies to be purpose-driven and contribute to the greater good .

In a recent study by Deloitte , 93 percent of business leaders said they believe companies aren't just employers, but stewards of society. In addition, 95 percent reported they plan to take a stronger stance on large-scale issues in the coming years and devote significant resources to socially responsible initiatives. With more CEOs turning their focus to the long term, it’s important to consider what you can do in your career to make an impact .

Access your free e-book today.

What Is Corporate Social Responsibility?

Corporate social responsibility (CSR) is a business model in which for-profit companies seek ways to create social and environmental benefits while pursuing organizational goals, such as revenue growth and maximizing shareholder value.

Today’s organizations are implementing extensive corporate social responsibility programs, with many companies dedicating C-level executive roles and entire departments to social and environmental initiatives. These executives are commonly referred to as chief officers of corporate social responsibility or chief sustainability officers (CSO).

There are many types of corporate social responsibility , and CSR might look different for each organization, but the end goal is always the same: Do well by doing good . Companies that embrace corporate social responsibility aim to maintain profitability while supporting a larger purpose.

Rather than simply focusing on generating profit, or the bottom line, socially responsible companies are concerned with the triple bottom line , which considers the impact that business decisions have on profit, people, and the planet.

It’s no coincidence that some of today’s most profitable organizations are also socially responsible. Here are six successful examples of corporate social responsibility you can use to drive social change at your organization.

Check out our video on corporate social responsibility below, and subscribe to our YouTube channel for more explainer content!

6 Corporate Social Responsibility Examples

1. lego’s commitment to sustainability.

As one of the most reputable companies in the world, Lego aims to not only help children develop through creative play but also foster a healthy planet.

Lego is the first, and only, toy company to be named a World Wildlife Fund Climate Savers Partner , marking its pledge to reduce its carbon impact. And its commitment to sustainability extends beyond its partnerships.

By 2030, the toymaker plans to use environmentally friendly materials to produce all of its core products and packaging—and it’s already taken key steps to achieve that goal.

Over 2013 and 2014, Lego shrunk its box sizes by 14 percent , saving approximately 7,000 tons of cardboard. Then, in 2018, the company introduced 150 botanical pieces made from sustainably sourced sugarcane —a break from the petroleum-based plastic typically used to produce the company’s signature building blocks. The company has also recently committed to removing all single-use plastic packaging from its materials by 2025, among other initiatives .

Along with these changes, the toymaker has committed to investing $164 million into its Sustainable Materials Center , where researchers are experimenting with bio-based materials that can be implemented into the production process.

Through these initiatives, Lego is well on its way to tackling pressing environmental challenges and furthering its mission to help build a more sustainable future.

Related : What Does "Sustainability" Mean in Business?

2. Salesforce’s 1-1-1 Philanthropic Model

Beyond being a leader in the technology space, cloud-based software giant Salesforce is a trailblazer in corporate philanthropy.

Since its outset, the company has championed its 1-1-1 philanthropic model , which involves giving one percent of product, one percent of equity, and one percent of employees’ time to communities and the nonprofit sector.

To date, Salesforce employees have logged more than 5 million volunteer hours . Not only that, the company has awarded upwards of $406 million in grants and donated to more than 40,000 nonprofit organizations and educational institutions.

In addition, through its work with San Francisco Unified and Oakland Unified School Districts, Salesforce has helped reduce algebra repeat rates and contributed to a high percentage of students receiving A’s or B’s in computer science classes.

As the company’s revenue grows, Salesforce stands as a prime example of the idea that profit-making and social impact initiatives don’t have to be at odds with one another.

3. Ben & Jerry’s Social Mission

At Ben & Jerry’s, positively impacting society is just as important as producing premium ice cream.

In 2012, the company became a certified B Corporation —a business that balances purpose and profit by meeting the highest standards of social and environmental performance, public transparency, and legal accountability.

As part of its overarching commitment to leading with progressive values, the ice cream maker established the Ben & Jerry’s Foundation in 1985, an organization dedicated to supporting grassroots movements that drive social change.

Each year, the foundation awards approximately $2.5 million in grants to organizations in Vermont and across the United States. Grant recipients have included the United Workers Association, a human rights group striving to end poverty, and the Clean Air Coalition, an environmental health and justice organization based in New York.

The foundation’s work earned it a National Committee for Responsive Philanthropy Award in 2014, and it continues to sponsor efforts to find solutions to systemic problems at both local and national levels.

Related : How to Create Social Change: 4 Business Strategies

4. Levi Strauss’s Social Impact

In addition to being one of the most successful fashion brands in history, Levi’s is also one of the first to push for a more ethical and sustainable supply chain.

In 1991, the brand created its Terms of Engagement , which established its global code of conduct regarding its supply chain and set standards for workers’ rights, a safe work environment, and an environmentally friendly production process.

To maintain its commitment in a changing world, Levi’s regularly updates its Terms of Engagement. In 2011, on the 20th anniversary of its code of conduct, Levi’s announced its Worker Well-being initiative to implement further programs focused on the health and well-being of supply chain workers.

Since 2011, the Worker Well-being initiative has been expanded to 12 countries, benefitting more than 100,000 workers. In 2016, the brand scaled up the initiative, vowing to expand the program to more than 300,000 workers and produce more than 80 percent of its product in Worker Well-being factories by 2025.

For its continued efforts to maintain the well-being of its people and the environment, Levi’s was named one of Engage for Good’s 2020 Golden Halo Award winners , the highest honor reserved for socially responsible companies.

5. Starbucks’s Commitment to Ethical Sourcing

Starbucks launched its first corporate social responsibility report in 2002 with the goal of becoming as well-known for its CSR initiatives as for its products. One of the ways the brand has fulfilled this goal is through ethical sourcing.

In 2015, Starbucks verified that 99 percent of its coffee supply chain is ethically sourced , and it seeks to boost that figure to 100 percent through continued efforts and partnerships with local coffee farmers and organizations.

The brand bases its approach on Coffee and Farmer Equity (CAFE) Practices , one of the coffee industry’s first set of ethical sourcing standards created in collaboration with Conservation International . CAFE assesses coffee farms against specific economic, social, and environmental standards, ensuring Starbucks can source its product while maintaining a positive social impact.

For its work, Starbucks was named one of the world’s most ethical companies in 2021 by Ethisphere.

6. New Belgium Brewing’s Sustainable Practices

New Belgium Brewing has always been a proponent of green initiatives . As early as 1999, it was one of the first breweries to use wind power to source 100 percent of its electricity, significantly reducing its operational carbon footprint.

In Harvard Business School Online’s Business and Climate Change course, Katie Wallace, New Belgium Brewing's chief environmental, social, and governance (ESG) officer, elaborates on the company’s sustainable practices.

"We have biogas here that we capture from our process water treatment plant," Wallace says in the course. "We make electricity with it. When we installed our solar panels on the Colorado packaging hall, it was the largest privately owned solar array at that time in Colorado. And today, we have many other sources of renewable electricity and have invested quite a bit in efficiencies."

New Belgium Brewing also turns outward in its sustainability practices by actively engaging with suppliers, customers, and competitors to promote broader environmental change. These efforts range from encouraging the use of renewable resources in supply chains to participating in policy-making discussions that foster industry-wide sustainability. For example, it co-founded the Glass Recycling Coalition to improve recycling nationwide after recognizing sustainability concerns in the bottling industry.

New Belgium's commitment to corporate social responsibility is an ongoing process, though. The brewery continues to set ambitious targets for reducing waste, conserving water, and supporting renewable energy projects to build a more sustainable future.

The Value of Being Socially Responsible

As these firms demonstrate , a deep and abiding commitment to corporate social responsibility can pay dividends. By learning from these initiatives and taking a values-driven approach to business, you can help your organization thrive and grow, even as it confronts global challenges.

Corporate social responsibility is critical for businesses today. It enables organizations to contribute to society while also achieving operational goals. By prioritizing social responsibility, you can build trust with your stakeholders and leave a positive impact.

Do you want to understand how to combine purpose and profit and more effectively tackle global challenges? Explore our online business in society courses , including Sustainable Business Strategy and Business and Climate Change , to learn more about how business can be a catalyst for system-level change.

This post was updated on May 30, 2024. It was originally published on June 6, 2019.

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Essay on Corporate Social Responsibility

This report provides information on whether the benefits of CSR outweigh the drawbacks. The report shows that the benefits of CSR are more than the drawbacks and managers should consider implementing the strategy. The research utilizes the use of secondary resources to conclude. Most of the authors used in this report show that CSR has more advantages such as consumer satisfaction, financial performance, productivity, and promotes relationships among the companies, the stakeholders, and society. This research informs the managers on the benefits of executing CSR in their companies. More so, it provides information on few drawbacks that the managers should be prepared to experience. The study adds new information concerning the comparison of advantages and disadvantages of CSR which makes it easier to determine if the strategy should be implemented in companies.

Corporate Social Responsibility

Introduction

Corporate social responsibility (CSR) is a self-controlling model of business that helps business organizations to be socially accountable to the public, stakeholders, and self. Through CSR, companies have conscious of how that affects society environmentally, socially, and economically as they do their businesses (Basuony et al., 2014). Engaging in CSR means that companies are operating in ways that improve society and its environment. As much as CSR influences companies to translate the principles into practical activities, some of the researchers show that CSR may harm companies, stakeholders, and consumers.

Research Questions

Do the positive impacts outweigh the negative effects of CSR among the companies?

Despite some of the researchers revealing the negative impacts of CSR, there are many positive influences that companies, stakeholders, and consumers experience. Companies should ensure that they are responsible for themselves, society, stakeholders, and consumers. This promotes the positive impact of business in society without other people suffering the implications of unethical business activities. However, it is linked to few drawbacks such as costs, conflicts in the profit motive, and “green washing” of customers.

Methodology

This report will utilize secondary sources for review to come up with conclusions. Articles that are less than 10 years old will be used to develop conclusions on whether CSR is effective among companies and if the benefits outweigh the drawbacks.

Literature Review

Based on a substantiation from Mena country, Basuony et al. (2014) state that CSR promotes the performance of business organizations. The stakeholder theory suggests that organizations have to manage relationships with other groups and stakeholders which influences the effectiveness of business decisions. Despite making entrepreneurship progress, businesses that pay attention to the needs of society are successful. For example, branding is effective when a business organization protects the environment and takes part in social activities such as the construction of schools. Most of the researches in this article show that CSR influences business performance through market orientation and consumer satisfaction and financial performance. In research done by Newman et al. (2018), shows that CSR has an independent positive influence on the level of firms efficacy- increased productivity influenced by high effective business engagement. Increased company involvement in community initiatives is a great influence for success in business due to customers’ and stakeholders’ trust.

The concept of the future of CSR presented by Archie Caroll shows that as companies continue to apply CSR, benefits such as stakeholders engagement, increased productivity due to employees being the driving force of business and the enhancement of power among ethically sensitive customers and the client will be experienced (Agudelo et al., 2019). The concept influences effective governance criteria, environmental responsibility, corporate citizenship, the establishment of shared business values, and social performance. However, CSR is linked to various negative impacts. Mahmood et al. (2020) suggest that CSR influences negativity through abusive supervision while valuing employees’ conducts. As much as CSR influences minimization of negative employees’ behavior, it also influences negative conduct when there is abusive supervision. More so, the implementation of CSR needs money. Especially for small businesses, CSR is not affordable to be allocated in the budget. The conflict of the profit motive is also established in CSR as the focus on societal benefits may influence losses to companies. Greenwashing of consumers is linked to CSR. For example, labeling products to be organic to attract consumers.

Implications

This exploration has implications for both bodies of knowledge and management. The research used in this report shows that as much as CSR may have various drawbacks, the benefits outweighs the disadvantages. It contributes to the existing body of knowledge by showing that CSR has more benefits and companies should consider its application in business. The limitations of the current study are the use of secondary sources and few articles to provide more evidence. More so, the articles used in this report do not include cultural factors such as religion which are significant in understanding CSR and the involved activities in the society. The discussion concerning the link between CSR and corporate governance is not provided. Therefore, further research should be done to evaluate this link and its impact on the performance of the company and the experiences of the stakeholders and customers. More so, the research provides a key takeaway for managers which is mainly the benefits of executing CSR in companies to influence performance. The managers should know that despite the presence of drawbacks linked to CSR, there are many advantages such as consumer satisfaction, effective branding, establishing trust, and financial performance.

Based on the previous research used in this report, it is evident that CSR has many advantages. These pros include consumer satisfaction, productivity, good relationships with society and stakeholders, financial performance, and effective branding. These advantages overpower the drawbacks which include costs, conflicts in the profit motive, and “green washing” of customers. However, the limitations of the research include the inclusion of fewer articles and a lack of cultural factors in the research. Therefore, this study concludes that the benefits of CSR outweigh the disadvantages. The implication of the literature is informing managers to execute CSR which promotes productivity and financial performance.

Agudelo, M. A. L., Jóhannsdóttir, L., & Davídsdóttir, B. (2019). A literature review of the history and evolution of corporate social responsibility.  International Journal of Corporate Social Responsibility ,  4 (1), 1-23.

Basuony, M. A., Elseidi, R. I., & Mohamed, E. K. (2014). The impact of corporate social responsibility on firm performance: Evidence from a MENA country.  Corporate Ownership & Control ,  12 (1-9), 761-774.

Mahmood, F., Qadeer, F., Abbas, Z., Hussain, I., Saleem, M., Hussain, A., & Aman, J. (2020). Corporate social responsibility and employees’ negative behaviors under abusive supervision: A multilevel insight.  Sustainability ,  12 (7), 2647.

Newman, C., Rand, J., Tarp, F., & Trifkovic, N. (2020). Corporate social responsibility in a competitive business environment.  The Journal of Development Studies ,  56 (8), 1455-1472.

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The effect of corporate social responsibility on environmental performance in china’s manufacturing industry: the mediating role of environmental strategy and green innovation.

1. Introduction

• Fostering economic development through strengthening economic cooperation with the European Union, bolstering small and medium-sized businesses, and improving the business environment.
• Collaboration in certain fields, such as transportation, energy, ecology, health, and education.
• Encouraging mutual understanding and communication between the peoples of the European Union and its bordering countries through cultural and educational exchange programs.
• The management of migration by working together to enforce border controls, stop illegal immigration, and improve legitimate immigration routes. In order to help partner nations’ development and reform initiatives, this policy is executed through partnership and cooperation agreements as well as action plans that are customized for each nation. Partner countries can make use of European funds, technologies, and knowledge (Anwar et al. [ 5 ]).

2. Literature Review

3. research methodology, 4. research findings, 5. discussions, 5.1. policy implications, 5.2. theoretical implications, 6. conclusions, limitations, author contributions, institutional review board statement, informed consent statement, data availability statement, conflicts of interest.

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Khoshnaw, Z.; Ali, K.A.A.; Mousa, K.M. The Effect of Corporate Social Responsibility on Environmental Performance in China’s Manufacturing Industry: The Mediating Role of Environmental Strategy and Green Innovation. Sustainability 2024 , 16 , 7133. https://doi.org/10.3390/su16167133

Khoshnaw Z, Ali KAA, Mousa KM. The Effect of Corporate Social Responsibility on Environmental Performance in China’s Manufacturing Industry: The Mediating Role of Environmental Strategy and Green Innovation. Sustainability . 2024; 16(16):7133. https://doi.org/10.3390/su16167133

Khoshnaw, Zana, Khairi Ali Auso Ali, and Kawar Mohammed Mousa. 2024. "The Effect of Corporate Social Responsibility on Environmental Performance in China’s Manufacturing Industry: The Mediating Role of Environmental Strategy and Green Innovation" Sustainability 16, no. 16: 7133. https://doi.org/10.3390/su16167133

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Corporate Social Responsibility

Organizations should utilize utilitarianism in the increasingly changing world while implementing corporate social responsibility (Carmelli et al., 2023). This will help to create benefits and happiness for themselves and their society. This paper will introduce CSR, discuss utilitarian ethics, provide arguments that favour CSR, and provide arguments that do not favour CSR.

CSR Defined

Businesses regulate themselves using corporate social responsibility (Fernando, 2023). The author further claims that corporate social responsibility helps an organization become socially accountable to itself, its stakeholders, and the general public. Organizations that practice CSR are conscious of their impact on all aspects of society, including social, environmental, and economic (Carmelli et al., 2023). An organization that engages in CSR operates in ways that enhance society and their environment and do not contribute to them negatively. Further, corporate social responsibility benefits society and boosts the organization’s brand. Companies with CSR have experienced significant growth, setting aside resources to give back to society. This means it is only suitable for developed organizations because they have many resources. If an organization is visible to the public, it becomes successful and therefore needs to set required ethical behaviour standards.

Utilitarian Ethics

Utilitarianism is an ethical perspective introduced by renowned thinkers Jeremy Bentham and John Stuart Mill. The ethical perspective focuses on maximizing overall happiness within society. Utilitarian ethics does not emphasize the rules, but it emphasizes the results. While it does not focus on rule-based approaches, utilitarianism judges actions based on their consequences (Mohammed, 2023). One would describe something as good if it brings happiness to society. The perspective only favours the actions that generate the greatest good for many people.

Furthermore, utilitarianism seeks to answer the question, which action brings the most happiness and least suffering to the people affected? The first thinker, Bentham, envisioned this as a sum of individual utilities, and the second thinker considered the quality and the distribution of happiness while also considering its quantity. The key ideas in the ethical perspective include The consequences of the rules because morality results from the outcomes and not the pre-defined rules. The greatest good for the most significant number. The actions should benefit a larger number of people. Finally, utilitarianism holds that the individuals’ happiness holds equal weight despite the personal connection (Rosen, 2024). Utilitarianism can be applied in business in the following ways: To ensure customer satisfaction and fair business practices. To ensure responsible marketing and ensure employee welfare. To enhance ethical sourcing and ensure social and environmental responsibility. This will ensure the organization’s impact promotes long-term well-being for all its stakeholders.

However, challenges and complexities exist while implementing utilitarianism. First, quantifying and comparing individual happiness may become biased. Second, balancing the majority benefit and the potential harm to the minorities may divert from ethical principles. Third, choosing between immediate benefits and long-term consequences needs careful analysis and critical foresight. Fourth, comparing diverse values such as economic prosperity and environmental protection may become challenging.

Arguments in Favor of CSR

According to Carmelli et al. (2023), utilitarianism aligns well with Corporate Social Responsibility initiatives because it maximizes omaximizingpiness to create a positive social and environmental impact. Some of the benefits of societal well-being include improving living standards. If organizations educate, healthcare, and infrastructure develop in communities, they will use CSR to foster individual opportunity by reducing poverty and making society happy. Environmental sustainability is also achieved. Initiatives focusing on clean energy, resource conservation, and reducing pollution address existential threats (Batra, 2023). This creates a healthier environment for future generations. Investing in local initiatives and supporting social causes creates more vital communities. This promotes diversity and inclusion, crucial to creating social cohesion, trust, and a sense of belonging (Turnbill, 2023). This creates happier communities. Finally, it empowers individuals due to fair labour practices and employee well-being initiatives. The organization offers programs contributing to personal growth and dignity, increasing individual happiness.

In addition, let us discuss the benefits for the companies. To begin with, it enhances brand reputation. According to Bhaskar et al. (2023), consumers favour companies with strong corporate social responsibility practices. This increases brand loyalty and reduces the risk of reputational damage. It attracts and retains talent. Strong CSR plays a significant role in creating a positive company culture. As a result, it attracts and retains top talent who value social responsibility. It increases innovation and collaboration because it requires partnerships to develop innovative solutions to address social and environmental challenges. As a result, it fosters teamwork and generates new ideas that benefit the society and the company. It reduces operational costs. Sustainable practices that reduce waste and energy efficiency lower operation costs, improving profitability and financial sustainability. Finally, it improves risk management. According to BOZMA & KARCIOĞLU (2023), proactive CSR mitigates legal, regulatory and environmental risks, which enhances long-term stability and investor confidence. Overall, embracing CSR creates a way to enhance collective prosperity and happiness in society and the company.

Arguments Against CSR

According to Open AI (2024), from a practical standpoint, Corporate Social Responsibility (CSR) initiatives can face criticism when they cause short-term business losses or disproportionately benefit certain groups at the expense of others. Regarding short-term losses, critics argue that the utilitarian principle, which seeks to maximize happiness or well-being, is compromised when businesses suffer financial strain or reduced competitiveness due to diverting resources towards CSR activities. This criticism suggests that the sacrifices made by businesses in the short term may not be justified if they outweigh the uncertain or insufficiently impactful long-term benefits for society. Moreover, the losses incurred are substantial enough to threaten the viability of the business. In that case, it raises questions about the wisdom of pursuing CSR initiatives potentially undermining the business’s ability to contribute to societal welfare in the long run.

Open AI further posits that when CSR efforts disproportionately benefit certain groups over others, concerns arise regarding the principle of impartiality central to utilitarianism. Critics argue that if CSR initiatives primarily serve the interests of specific stakeholders, such as affluent communities, shareholders, or employees, while neglecting the needs of marginalized consumers or the environment, it results in an unequal utility distribution. This unequal distribution undermines the practical goal of maximizing happiness or well-being, as it fails to consider the well-being of all affected parties equally. For instance, if a company’s CSR initiatives focus solely on enhancing amenities in affluent neighbourhoods where its executives reside while ignoring the pressing needs of disadvantaged communities, it perpetuates societal inequalities rather than promoting the greatest good for the most significant number.

Utilitarianism and CSR go hand in hand because they both significantly benefit society and the company. While there are criticisms when an organization’s CSR causes short-term losses and certain groups at the expense of others, the organization balances between all of them.

 References

Batra, G. (2023). Renewable energy economics: achieving harmony between environmental protection and economic goals.  Social Science Chronicle ,  2 (2), 1-32.

Bhaskar, R., Li, P., Bansal, S., & Kumar, S. (2023). A new insight on CEO characteristics and corporate social responsibility (CSR): A meta-analytical review. International Review of Financial Analysis, 89, 102815. https://doi.org/10.1016/j.irfa.2023.102815.

BOZMA, K., & KARCIOĞLU, F. (2023). The Relationships Between Corporate Social Responsibility and Talent Management: An Analysis Through Human Resources Management. Trends in Business and Economics, 37(2), 81-90.

Carmeli, A., Dothan, A., & Boojihawon, D. K. (2023). Engagement in sustainability behaviours in normative social and utilitarian economic-driven organizations  of Applied Behavioral Science ,  59 (1), 155-176.

Fernando, J. (2023, July 18). Corporate Social Responsibility (CSR) Explained With Examples. Retrieved from https://www.investopedia.com/terms/c/corp-social-responsibility.asp

Mohammed, A. (2023). Utilitarianism: Making Ethical Decisions in Retail. LinkedIn. Retrieved from https://www.linkedin.com/pulse/utilitarianism-making-ethical-decision-retail-abdulkarim-mohammed

OpenAI. (2024). ChatGPT. Language Model.

Rosen, F. (2024). The origin of liberal utilitarianism: Jeremy Bentham and liberty 1. In  Victorian Liberalism  (pp. 58-70). Routledge.

Turnbull, J. (2023). The discursive construction of Diversity & Inclusion in corporate websites. In  Diversity and Inclusion across languages. Insights into communicative challenges from theory and practice  (pp. 149-168). Frank&Timme.

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Chapter 1 Introduction

Chapter 2 Literature review

The history of csr, problems with csr research, levels of csr, csr and corporate social reporting, research in csr worldwide, csr in developing world, csr in the global context, csr and multinational corporations., csr and globalization, chapter 3 methodology, advantages of using secondary data for research purposes, problems with collecting primary data for research purposes.

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Introduction

List of references.

Globalized and local entities have held the concepts of Corporate Social Responsibility (CSR) in order to achieve varied business objectives that match the current dynamic markets. This paper focuses on the different strategies used by organizations that chose to work with local communities, and their effectiveness in conducting themselves as corporate and global entities.

According to IISD (2011), CSR is the internal enactment of regulating policies, which ensures that the involved organization conforms to the legal, social, environmental, and ethical concerns of the society. Numerous organizations have realized the importance of practicing CSR in enhancing their market share and the overall public perception.

CSR involves the utilization of set standards within the company to ensure that the company acts responsibly and meets the aforementioned requirements.

Quality is one of the ways through which an organization can express its commitments to CSR (Calabrese 2004). It means that the involved organization care for its clients hence endeavours to serve them with the best. CSR is an in-built drive governed and steered with appropriate policies through viable business models.

Focusing on the different strategies used by organizations working with local communities, and their effectiveness to conduct themselves as corporate and global citizens

Viable CSR starts with mutual cooperation with communities to enhance equality, impartiality, and nurturing of the unique potentials presented by different individuals. Creating regulations that enhance adherence to ethical and human rights concerns is critical within organizations. CSR endures to achieve both internal and external compliances to the moral demands of the society.

This is achievable through stringent observation of the self-regulative policies and ratification of competitive business models within the organization. CSR strives to capture the community with ethical products and by-products that do not disfavour the community (Bidgoli 2006). It relates to the aspects of sustainable development where the industrial activities of today do not compromise the survival of tomorrow’s generation. Most organizations have formulated a unique approach to CSR as indicated in a while.

Such companies have long-term strategies to ensure their compliance with the legal, ethical, social, and environmental demands of the concerned societies. For example, GM Motors strives to provide the society with due comfort as one drives with a guaranteed safety on the roads (Schwartz 2011).

As a strategy, policies and business models that ensure the achievement of these provisions constitute the ethical and legal aspects of CSR. In this context, the organizations have developed safety mechanisms to guarantee this provision.

To improve the safety skills of a community, most organizations have organized education on issues affecting proper living. This aspect indicates the significance of CSR and its contribution to the corporate schemes (ETATS-UNIS 2007).

Providing the society with quality products is one of the ethical concerns of CSR. It is the mandate of the concerned organization to achieve value for money. Additionally, it is ethical to produce quality products that will eventually impress clients. Most organizations are in the forefront in quality provision.

Additionally, most organizations understand the benefits of quality products not only to the clients but also to the company’s growth (Stoian & Zaharia 2012). The strategies used by organizations working with local communities to embrace quality have been lucrative to the concerned entities.

The aspects of quality contribute vividly in the attainment of CSR objectives as mentioned earlier. Organizations focus on the product quality, excellence, and management quality (IISD 2011). These efforts eventually influence the company’s growth with successful results.

As another strategy, most organizations enhance the success of the society through ample impacts of CSR. The sustainable and profitable expansion of the company indicates economic sensitivity to the society. Nissan’s conformity to the international legal requirements, ethical issues within the industry, and environmental concerns form the substantial aspects in the realms of embracing CSR.

This provision contributes to the company’s CSR achievement. Most organizations trust the concerns of the public and endeavor in their capacity to ensure that the public attains their ethical rights for a sustainable development (Hunter & Piltzecker 2003). Recognizing the significance of every stakeholder in the operational context is a crucial phenomenon in most companies.

Thus, the company strives to attain beneficial management practices as it endures to conform to the demands of the CSR and dynamic world markets. It is evident that the integration of the CSR principles into the company operation enhances the aspects of compliance demanded.

Precisely, CSR endures to manage the viable business processes in order to inflict a remarkable impact on society. Another example is that Coca Cola Company has strived to achieve its objective through integration of CSR within their systems as a major regulatory factor.

The concepts of CSR demand socially sensitive regulations that hardly hinder projects meant to favor the well-being of the society. The efforts to provide striking products to customers with elegant services are major objectives of most organizations.

Nissan Motors; nonetheless, this does not compromise its goodwill for the society. Instead, the aspect has increased the humanitarian support to ensure that the company grows together with the society (Dahlsrud 2008). As a strategy, most organizations have focused on the humanitarian aids, educational support, and the environmental fortification.

For instance, as a policy of the company, Starbucks Company liaises with humanitarian organizations in order to reach varied masses globally. Its contributions to the society on charitable grounds are remarkable.

Additionally, the company emphasizes on the education of the current children for a sustainable future development (PROBST 2010). It is a business law to integrate such CSR principals within the business models in order to achieve full impact (Banerjee 2007).

CSR fronts numerous benefits to an organization that have established and ratified its principles. This is crucial in earning the public trust on operational and business grounds. One advantage of CSR in governance is the ability to develop competitive advantages over other contenders following its impacts on the society (IISD 2011).

CSR manages to enact social, ethical, economic, and environmental values in the organization. It is crucial to agree that CSR is no longer a mere provision in most organization but rather a necessity for sustainable development within the organization (Mullerat & Brennan 2010, P. 317).

Evidently, organizations have set their core CSR areas to help them realize its mandates to the public. It is crucial to agree that CSR contributes immensely to the corporate strategies and governance since it reshapes concerned organizations in the realms of their operations and service to the people.

Most organizations have incorporated the CSR principles as any other policies within their business models. This effort benefits the company in achieving its corporate objectives with limited hindrances. Organizations have varied economic, societal, and environmental strategies depending on their mission and passion for the society.

It is crucial to recognize individual/corporate strategies in order to design appropriate CSR objectives. Nonetheless, CSR has numerous benefits to both the concerned organization and society, which it serves. While considering the social objectives of CSR, the involved corporate will observe the issues relating to education, public services, rejuvenation, and workers volunteering.

Precisely, the concerned organization will observe the social aspects of the public upon ratifying the CSR principles. This provision is evident in Pepsi company following its passion to give back to the public (Egan & Mather 2005). The significance of CSR in this context is its ability to mould the company’s operations to observe the ethical and social aspects in its service delivery.

Eventually, most organizations incorporate CSR principles in their endeavors as mentioned earlier. The economic contributions of CSR relates to the issues of jobs, business principles, and product value (IISD 2011). Organization that observes CSR in this aspect will ensure that their products have the recommended value commensurate to their prices.

Contextually, General Electric Company (based in the U.S.) has observed the issues of the product value earning it a massive competitive advantage. Thus, CSR will force the concerned organization to enact business processes with positive influence on the society as indicated before (Beurden & Go¨ssling, 2008).

CSR is a self-regulating phenomenon whose benefits forces any given company to consider the concerns of its surrounding. Any responsible organization will embrace the aspects of CSR voluntarily since its benefits are bountiful. Attaining a positive public perception is a remarkable achievement for any organization aiming to expand its market territories.

As a strategy, most organizations have put varied strategies to ensure that they enact viable CSR in their daily operation (Hillenbrand, Money & Ghobadian 2013). The company has a globalized fame emerging from its competitive automobiles and participation in numerous global social events and policymaking. It is crucial to consider and understand the concepts of CSR in the Nissan’s context.

This is achievable by dividing its participation into several units that have added to the achievement of its CSR goals independently (Egan & Mather 2005). Numerous corporations have realized substantial profits in their business upon the ratification of viable CSR policies within their business models.

This incorporated the enactment of policies that considered the public interest and the current global demands in the realms of environment protection and economic intensification for poverty suppression (Borchgrave 2001).

As a strategy, most organizations have developed numerous key CSR areas to help them achieve their strategic goals in the realms of business and service provision to the society. To conform to the demands of CSR, companies have developed a philosophy that establishes a safe coexistence amid the society and nature.

In their endeavours, they strive to attain a sustainable and mobile society with limited adverse effects to the environment. Evidently, CSR endures to protect the interest of the society.

Most organizations have observed this demands hence established self-regulating policies that ensure a viable and sustainable environment (Nissan 2011). Despite the companies’ desire to attain huge returns, they prioritize the issues relating to the environment. Companies have identified three principal areas to achieve this mandate (Jakobsson & Ramzan 2008).

Firstly, most institutions endure to reduce the emission of CO2 and CO gases through the production of environmental friendly commodities. The emergence of new technologies forces organizations to reinvent vehicles that hardly utilize fossil fuels known to pollute the environment upon combustion.

This occurs besides the efforts to produce motors that hardly emit the known dangerous gases to the environment (Nissan 2011). Additionally, the company mandates to provide automobiles that would help in protecting the air, soil, and water among other lucrative resources. This will help the current and future generation in attaining a sustainably environment for other coming generations.

Establishing, developing, and championing these environmentally responsive technologies are core in this context. It is through technologies that the organization realizes its CSR through appropriate business models (Fischer 2009). Lastly, Nissan recycles numerous resources to ensure an efficient but sparing use of the available resources. This ensures little or no wastage of resources.

Most organizations have achieved their global might and business prevalence by fostering the individuality that exists amid employees and the society at large. Realizing the benefits of workforce diversity, and its impacts to the society are critical. Besides harnessing individual potentials, employees feel ethically valued hence ready to work and propel the company further (EC-COUNCIL PRESS 2011).

The diversity within the Nissan’s workforce fraternity is its driving force meant to achieve its client’s demands and attain a sustainable growth. As demanded by its CSR policies, the company has respect for diversity, creates a learning culture, embraces internal communication, and builds ambient workplaces (GEVA 2008).

These achievements have met the international standardization requirements regarding the establishment and ratification of CSR (Grünewälder, 2008).

As another strategy, numerous organizations dedicate their economic achievements to the society through ample impacts of CSR. The sustainable and profitable expansion of the company indicates economic sensitivity to the society. Nissan’s conformity to the international legal requirements, ethical issues within the industry, and environmental concerns form the substantial aspects in the realms of embracing CSR.

This provision contributes to the company’s CSR achievement. Nissan trusts the concerns of the public and endeavors in its capacity to ensure that the public attains their ethical rights for a sustainable development (Hunter & Piltzecker 2003). Recognizing the significance of every stakeholder in the operational context is a crucial phenomenon in most companies.

Thus, the company strives to attain beneficial management practices as it endures to conform to the demands of the CSR and dynamic world markets. It is evident that the integration of the CSR principles into the company operation enhances the aspects of compliance demanded. Precisely, CSR endures to manage the viable business processes in order to inflict a remarkable impact on society (Fifka 2013).

CSR is a critical provision in most organization meant to enact self-regulating policies. Most organizations strive to comply with the lawful, societal, ethical, fiscal, and environmental concerns in order to achieve their business objectives. CSR is voluntary requirement with its principles helping in conforming to the mentioned provisions with limited hindrance.

Contextually, most organizations have enacted CSR in numerous aspects ranging from their environmental concerns to the philanthropic passions. Organizations that chose to work with local communities employ different strategies.

The aspects of the society, environmental safety, quality, goodwill, internal governance, and promoting CSR through the value chain similarly demonstrate the concepts of CSR at the organizational level. CSR has numerous benefits, and it contributes immensely to the corporate success.

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• Real-World Example of a Business Facing a Social Responsibility Issue – IBM
• The Problem of Corporate Responsibility and Ethics in a Business
• Nissan Company's Operational Changes and Management
• Nissan Motor Company: Operational Resilience
• Nissan Company's Strategic Leadership
• Business Ethics: Fleming Companies, Inc.
• Ethical Decision Making and Cases
• Corporate Social Responsibility in Q’s Company
• Factors Influencing Individuals’ Ethical Behaviour
• The Problem of Labor Exploitation in Nike and Apple Companies
• Chicago (A-D)
• Chicago (N-B)

IvyPanda. (2019, April 17). Corporate Social Responsibility Strategies. https://ivypanda.com/essays/corporate-social-responsibility-15/

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Bibliography

IvyPanda . "Corporate Social Responsibility Strategies." April 17, 2019. https://ivypanda.com/essays/corporate-social-responsibility-15/.