Abstract
ABSTRACTCorporate organizations conducting business in developing economies have increased their corporate social responsibility (CSR) activities over time. However, some of these CSR projects have attracted criticism, controversy, and conflicts, thus creating an acrimonious relationship between affected corporate organizations and host communities. A deductive explanation of this phenomenon has been attributed to the default in the approach adopted by corporate organizations when initiating and implementing CSR projects. This has motivated the need to expand the categorization of CSR that was developed by Carroll, in order to incorporate additional dimensions that are environmentally specific and crucial to the success of CSR programs in South Africa. Using a case study research design and a qualitative research approach, this paper developed an integrated CSR model that provides a framework for CSR initiatives in South Africa.
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