Corporate Social Performance: An Assessment Model on an Emerging Market

Cătălina Silvia Crișan-Mitra,Liana Stanca,Dan-Cristian Dabija

doi:10.3390/su12104077

Cătălina Silvia Crișan-Mitra, Liana Stanca + Show 1 more

Open Access

https://doi.org/10.3390/su12104077

Copy DOI

Journal: Sustainability	Publication Date: May 15, 2020
Citations: 42	License type: CC BY 4.0

Affiliation: Babeș-Bolyai University

Abstract

This paper investigates the priorities governing large companies in an emerging market regarding corporate social performance (CSP). The authors propose profile patterns of responsible managerial behavior and a framework for evaluating CSP relying on stakeholder theory. The study relies on a statistical analysis which is designed to examine the significance of corporate social responsibility (CSR) practice as it emerges from company business strategies. Taking the form of an empirical study involving 87 managers, this work relies on the cluster analysis theory, identifying six behavioral patterns when considering CSR practices: “lethargic”, “compliant, “pragmatist”, “auditor”, “formalist”, and “performer”. The cluster typology indicates the complexity of CSR practices and highlights the role of CSR in company strategy development. The proposed assessment model is intended to empower CSP diagnosis, while supporting management towards achieving sustainable growth.

Highlights

The contribution of corporate social responsibility (CSR) to societal development is a topic of extensive debate in modern society
Following the literature [1,3,9,10,11,12,13,14], we argue that the CSR approach must be a part of organizational business strategy due to the differences that currently exist in terms of CSR practices between emerging countries and developed countries [4,15]
Respondents believed that the factors/indicators were a reliable foundation for the corporate social performance (CSP) model; they provided the same values as the attributes considered

Summary

Introduction

The contribution of CSR to societal development is a topic of extensive debate in modern society. Despite the proliferation of CSR in academic and organizational spheres, empirical evidence in this area remains limited, in the context of emerging countries. Research indicates that emerging markets require approaches, structures and institutions to effectively advance social and environmental components into a value creation agenda [1,2,3,4,5]. In the attempt to achieve sustainable development, a profound knowledge of the methods used to evaluate the economic, social and environmental impact of organizations on society is a guiding factor [6,7]. Following the literature [1,3,9,10,11,12,13,14], we argue that the CSR approach must be a part of organizational business strategy due to the differences that currently exist in terms of CSR practices between emerging countries and developed countries [4,15]

Objectives

Methods

Results

Conclusion