Strategic Corporate Social Responsibility through Redefining the Firm’s Value Chain

Authors

  • Nuresh Eranda Department of Marketing Management Faculty of Management University of Peradeniya Sri Lanka
  • Nalin Abeysekera Department of Management Studies The Open University of Sri Lanka Sri Lanka

DOI:

https://doi.org/10.18533/ijbsr.v5i6.744

Keywords:

Social issues, Sri Lanka, strategic corporate social responsibility, value chain.

Abstract

Strategic corporate social responsibility (CSR) is the mechanism to reconnect the society and business which are interdependent entities. Thus, this paper examines how CSR can integrate with the strategy of the organization. The study adopts a qualitative embedded single-case design and the case study is referring to an out-grower program in one of the leading export oriented condiments manufacturers in Sri Lanka. As per the findings, organization requires to redefine their value chain activities in integrating CSR into the strategy. Moreover, organization needs to consider social issues as strategic issues and has to identify the social issues which can directly link with the core operations of the business. The benefits of strategic CSR are much more appealing and beneficial for the stakeholders and those initiatives provide solutions for social issues at the local level in the presence of relevant stakeholders’ support.

Author Biography

  • Nuresh Eranda, Department of Marketing Management Faculty of Management University of Peradeniya Sri Lanka
    I am a lecturer in the University of Peradeniya and also reading for the PhD in the University of Colombo in Sri Lanka. I conduct research in the area of Corporate Social Responsibility, business strategy, social upgrading and globalization of industries and their influence on local stakeholders.

References

Aguilera, R.V., Rupp, D.E., Williams, C.A. and Ganapathi, J. (2007). Putting the S back incorporate social responsibility: a multi-level theory of social change in organizations. Academy of Management Review, 32(3), 836-863.

Bowen, H. (1953). Social responsibilities of the businessman, New York: Harper.

Carroll, A.B. (1979). A three-dimensional conceptual model of corporate social performance. Academy of Management Review, 4(4), 497-505.

Carroll, A. B. (1991). The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders. Business Horizons, 42, The Foundation for the School of Business at Indiana University.

Carroll, A. B. (1999). Corporate social responsibility. Business and Society, 38(3), 268-295.

Chand, M., and Fraser, S. (2006). The relationship between corporate social performance and corporate financial performance: Industry type as a boundary condition. The Business Review, Cambridge, 5(1), 240-245.

Davis, I. (2005). What is the business of business, McKinsey Quarterly, Vol. 3, 105-113.

Davis, K. and Blomstrom, R.L. (1975). Business and society: Environment and responsibility (3rd ed). New York: McGraw-Hill.

Dees. J. G. (2001). The Meaning of “Social Entrepreneurship”, available at http://www.caseatduke.org/documents/dees_sedef.pdf, accessed on August 22, 2014.

Galbreath, J. (2009). Building corporate social responsibility in to strategy. European Business Review, 21(2), 109-127.

Hayleys rural out-grower project report. [Online] Available: http://www.hayleys.com/projectreports/out-grower.pdf (Accessed on: August 28, 2014).

HJS condiments limited home page, [Online] Available: http://www.hjscondiments.com/index.html (Accessed on: December 15, 2014).

Jamali, D. (2007). The case for strategic corporate social responsibility in developing countries. Business and Society Review, 112(1), 1-27.

Margolis, J. D., & Walsh, J. P. (2003). People and profits? The search for a link between a company’s social and financial performance, Mahwah, NJ: Lawrence Erlbaum.

McWilliams, A., Siegel, D. (2001). Corporate social responsibility: a theory of the firm perspective. Academy of Management Review, 26(1), 117-128.

Neuman, W.L. (2005). Social research methods (6th ed). London: Pearson.

Porter, M.E. and Kramer, M.R. (2002). The competitive advantage of corporate philanthropy. Harvard Business Review, 80(12), 56-68.

Porter, M.E. and Kramer, M.R (2006). Strategy and society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, 84(12), 78-92.

Porter, M.E. and Kramer, M.R. (2011). Creating shared value. Harvard Business Review, 89(1/2), 62-67.

Portocarrero, F., and Delgado, Á. J. (2010). “Inclusive business and social value creation”, In P. Márquez, E. Reficco and G. Berger (Eds.), Socially Inclusive Business: Engaging the Poor through Market Initiatives in Iberoamerica, Cambridge: Harvard University Press, pp. 261‐293.

Saunders, M., Lewis, P., and Thornhill, A. (2012). Research methods for business students (5th ed). Pearson Education Limited: India.

Social Accountability Policy report. HJS Condiments Limited. [Online] Available: http://www.hjscondiments.com/social-accountability-policy.pdf (Accessed on: December 24, 2014).

World Business Council for Sustainable Development (2000). Corporate social responsibility: Making good business sense. World Business Council for Sustainable Development: Geneva.

Yin, R.K. (2009). Case study research: Design and methods. SAGE Publications, Inc.

Downloads

Published

2015-07-02

Issue

Vol. 5 No. 6 (2015): June

Section

Article

License

Authors who publish with this journal agree to the following terms:

  • Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
  • Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
  • Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).