Managing corporate social responsibility strategies of airports: The case of Taiwan’s Taoyuan International Airport Corporation

Abstract

Airports need to manage corporate social responsibility (CSR) strategies for sustainable development. This paper develops a new structured approach for airports to evaluate, prioritize and categorize CSR strategies, using Taiwan’s Taoyuan International Airport Corporation (TIAC) as an example. Based on TIAC’s CSR-related activities, 18 CSR strategies grouped into 5 CSR goals (corporate governance and finance, green airport and environmental management, service quality and social relationship, employee and work environment management, and safety and security) are identified using the CSR value chain and diamond framework. The pairwise comparison method used in analytic hierarchy process and the decision-making trial and evaluation laboratory method are used respectively to evaluate the relative importance, feasibility and achievability of these 18 strategies and to analyze their causal relationships via expert questionnaire surveys. A new method is developed to plan and manage the implementation of CSR strategies by incorporating the viewpoints of both internal and external stakeholders, thus reflecting the practical effects and strategic implications of the CSR implementation. The result suggests that TIAC’s CSR strategies in relation to airport safety and security, service quality and corporate governance are most significant and have a high implementation priority. This paper contributes to the airport industry and CSR research by proposing a proactive mechanism for quantitatively evaluating, prioritizing and categorizing CSR strategies.