國立虎尾科技大學 |

Social Responsibility Strategies to Improve Firm Performance.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Social Responsibility Strategies to Improve Firm Performance./
Author:	Reade, Dennis Vincent.
Description:	1 online resource (154 pages)
Notes:	Source: Dissertation Abstracts International, Volume: 79-03(E), Section: A.
Contained By:	Dissertation Abstracts International79-03A(E).
Subject:	Management. -
Online resource:	click for full text (PQDT)
ISBN:	9780355470369

Social Responsibility Strategies to Improve Firm Performance.
Reade, Dennis Vincent.

Social Responsibility Strategies to Improve Firm Performance. - 1 online resource (154 pages)

Source: Dissertation Abstracts International, Volume: 79-03(E), Section: A.

Thesis (D.B.A.)

Includes bibliographical references

Historical research on corporate social responsibility (CSR) and its influence on corporate financial and social results arrived at contradictory findings. Although 95% of the world's 250 largest corporations reported investing in CSR activities in 2011, some managers lack strategies to evaluate CSR effectiveness. This multiple case study explored strategies that 6 CSR managers with CSR oversight in privately owned companies in Brazil used to effectively enact CSR. The stakeholder theory was the conceptual framework for this study. Data were collected through individual interviews and supplemented with company annual reports to explore the strategies managers employed to evaluate CSR effectiveness. Member checking sessions helped to validate the data. The data analysis consisted of coding and grouping key words to identify themes. Seven themes emerged from the findings. Key themes revealed: leadership proactively communicate their CSR activities, economic and social returns are difficult to measure, and personal values and beliefs of CSR managers influence decisions. Key findings include stakeholder management is gradually becoming a significant component of corporate strategy, and half of the CSR managers acted independently of stakeholders prior to making decisions on CSR expenditures. The implications for social change include addressing stakeholders' needs in ways that create vibrant communities, contributing to social cohesion; respect for human rights; enhanced social commitment; and support for environmentally sustainable practices.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780355470369Subjects--Topical Terms:

558618
Management.
Index Terms--Genre/Form:

554714
Electronic books.

Social Responsibility Strategies to Improve Firm Performance.
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245 1 0 $a Social Responsibility Strategies to Improve Firm Performance.
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300 $a 1 online resource (154 pages)
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500 $a Source: Dissertation Abstracts International, Volume: 79-03(E), Section: A.
500 $a Adviser: Michael M. Gottleib.
502 $a Thesis (D.B.A.) $c Walden University $d 2017.
504 $a Includes bibliographical references
520 $a Historical research on corporate social responsibility (CSR) and its influence on corporate financial and social results arrived at contradictory findings. Although 95% of the world's 250 largest corporations reported investing in CSR activities in 2011, some managers lack strategies to evaluate CSR effectiveness. This multiple case study explored strategies that 6 CSR managers with CSR oversight in privately owned companies in Brazil used to effectively enact CSR. The stakeholder theory was the conceptual framework for this study. Data were collected through individual interviews and supplemented with company annual reports to explore the strategies managers employed to evaluate CSR effectiveness. Member checking sessions helped to validate the data. The data analysis consisted of coding and grouping key words to identify themes. Seven themes emerged from the findings. Key themes revealed: leadership proactively communicate their CSR activities, economic and social returns are difficult to measure, and personal values and beliefs of CSR managers influence decisions. Key findings include stakeholder management is gradually becoming a significant component of corporate strategy, and half of the CSR managers acted independently of stakeholders prior to making decisions on CSR expenditures. The implications for social change include addressing stakeholders' needs in ways that create vibrant communities, contributing to social cohesion; respect for human rights; enhanced social commitment; and support for environmentally sustainable practices.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
650 4 $a Management. $3 558618
650 4 $a Communication. $3 556422
650 4 $a Latin American studies. $3 1181249
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773 0 $t Dissertation Abstracts International $g 79-03A(E).
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