Abstract
PurposeThe purpose of this study is to explore how senior managers of independent hotels perceive the notion of corporate social responsibility (CSR) through a holistic analysis of motivations of undertaking both social and environmental initiatives.Design/methodology/approachThis study conducts qualitative interviews with 22 Malaysian senior hotel managers together with ethnographic observations.FindingsEmergent themes show that CSR is a dynamic concept involving complex struggles and trade-offs between fulfilling business objectives, paying heed to personal ethical values and considering cultural norms when making decisions regarding the adoption of a range of environmental and social initiatives.Research limitations/implicationsThis study contributes to legitimacy theory by highlighting that in the absence of pressure from key stakeholders for responsible initiatives, managers still proactively engage in CSR initiatives. More surprising still is that they set expectations instead of simply aligning or responding to the key stakeholders’ pre-set demands. Meanwhile, the uniqueness, size and purposeful selection of the sample limit the applicability of the findings to wider geographical and cultural locations.Practical implicationsWhile Malaysian hotel managers are willing to use CSR practices to demonstrate their commitment to their employees and the local communities where they operate, it is equally important that they utilize other media (such as their websites or social media) for both promotional and legitimacy building purposes. Within the context of growing tourism for economic development, the Malaysian Government can develop more effective strategies, rewards or incentives for encouraging businesses to undertake and improve CSR adoption for sustainability of this industry.Originality/valueBy extending the scope of CSR studies beyond firm performance issues, we attempt to show the wider set of motivations and contexts considered important in determining hotel engagement in CSR programs.
Highlights
Corporate Social Responsibility has become an established facet of business practice in recent times, due to enhanced regulatory pressures, and a perception that good corporate on ‘citizenship’ can lead to benefits including increased market share, enhanced brand reputation, better employee retention rates, etc. (Abaeian et al, 2014)
Paper type Research paper lo Corporate Social Responsibility has become an established facet of business practice in recent times, due to enhanced regulatory pressures, and a perception that good corporate on
Based on the interviews and fieldwork observations, the types of CSR initiatives undertaken by Malaysian hotels were compiled and summarized (Table 1 & 2)
Summary
Corporate Social Responsibility has become an established facet of business practice in recent times, due to enhanced regulatory pressures, and a perception that good corporate on ‘citizenship’ can lead to benefits including increased market share, enhanced brand reputation, better employee retention rates, etc. (Abaeian et al, 2014). Corporate Social Responsibility has become an established facet of business practice in recent times, due to enhanced regulatory pressures, and a perception that good corporate on ‘citizenship’ can lead to benefits including increased market share, enhanced brand reputation, better employee retention rates, etc. Studies have identified benefits of CSR activities, such as; increasing firm reputation, customer loyalty, employee commitment & productivity, result in po enhanced performance. One theory that could be used to explain such decisions is ra Legitimacy Theory (Suchman, 1995). This theory proposes that society has come to ry expect that organizations can, and should be expected to behave responsibly, ergo firms feel compelled into initiating CSR activities or programs.
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