Integrating Corporate Social Responsibility and Culture as a Strategy for Holistic Corporate Success in India

Abstract

The study intends to explain the relationship between Corporate Social Responsibility (CSR) and organisation culture in a corporate organisation manufacturing electrical appliances (CFL/lamps) in India. It also highlights the initiatives of top managerial staff for CSR activities and their values for the business and environment. An Organisational Culture Questionnaire (OCQ) was designed to study organisation culture and managerial values which were found to have positively changed in recent years; however, the roots of local culture and politics were still there. Hind Lamps Ltd of Bajaj group has successfully practised its CSR initiatives in business and created awareness among its stakeholders of complex business issues. They were also trying to structure their views about strategies and techniques which they need to develop, in order to do business in a way which is consistent with environmental conservation and sustainable development. However, they are struggling to gain competitive advantage. Therefore, if CSR policy is not integrated with the organisational culture, it may not positively contribute to organisational image building. So, in order to gain the full competitive advantage of CSR initiatives, it is necessary that core social and cultural values are integrated with the CSR policy of the organisation and developed in the employees. Only then can they leverage the social dimension of corporate strategy.