Abstract
This paper looks at differences and similarities in CSR between generations of family-run businesses in Thailand, especially their motivation, behaviour, targets, activities, and expectations towards CSR. It will be argued that family-run businesses in Thailand practise CSR informally, driven by a mentality of “giving back to society” and mostly influenced by religion and culture. Family-run businesses generally approach CSR differently from larger corporations. This paper also discusses differences of priorities between 1st and 2nd generation owners, with 1st generation FRBs tend to focus on survival and growth, while the 2nd generation on profit. Despite struggling to survive, 1st generation family-run businesses are typically engaged in CSR activities which influences the 2nd generation to follow suit.
Highlights
Corporate social responsibility (CSR) and family-run business (FRB) research have been, separately, studied academically for many decades
This research intends to bridge these 2 topics together by looking at CSR in perspectives of FRBs, here defined as “A business where the owner and/or top-manager is a descendant of, and is supported by, commitment from founder and other family members, fully manage and control the company’s operation and vision with sense of psychological ownership”. This definition shares the properties of some existing definitions by other scholars (Ward, 1987; Astrachan & Shanker, 2003; Chua et al, 1999; Astrachan, 2002; Chrisman et al, 2005) and it is suitable to describe the type of FRBs this research is focusing on
The purpose of this research is to examine how the perspective of CSR activities differ across different generations of FRB owners in Thailand
Summary
Corporate social responsibility (CSR) and family-run business (FRB) research have been, separately, studied academically for many decades. This research intends to bridge these 2 topics together by looking at CSR in perspectives of FRBs, here defined as “A business where the owner and/or top-manager is a descendant of, and is supported by, commitment from founder and other family members, fully manage and control the company’s operation and vision with sense of psychological ownership”. In Asian countries, CSR is closely related to matters of the local community, historical events, and countrywide cultural traditions which forms diverse CSR activities around Asia (Chapple & Moon, 2005). In Asia, a growing number of companies describe CSR as social and environmental effectiveness of their firms
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