Abstract
As enterprises expand, they have increasingly consumed social resources and influenced the society. The public has gradually become aware of this, and consequently, enterprises have begun to emphasize corporate social responsibility as a core business strategy. The interviewees/participants in the study were listed electronics companies in central Taiwan. Questionnaires were used in the study to collect data. A total of 211 valid questionnaires were collected and IBM SPSS 20 was used to analyze the data. The result of the study shows that interviewees participants doubt whether their companies fairly assess their performance or not; however, they consider that their companies take the responsibility of complying with the law and maximizing profits. As a result, medium or large enterprises, or listed electronics companies that intend to fulfill corporate social responsibility, should invite supervisors, senior employees, or female employees and those who do not typically participate in decision making or regular meetings (e.g., employees who work on production lines, or those who are not supervisors or do not work in marketing) to participate in meetings, and provide them training, or distribute manuals or send letters to them. This can enhance organizational citizens’ identification with their company, motivate them to help their companies fulfill corporate social responsibility and thereby improve corporate image, enhance employees’ commitment and awareness of organizational citizenship, and create an improved organizational climate.
Highlights
Fulfilling corporate social responsibility is crucial for business operation
Employees are in an environment that contributes to social justice, sympathy and empathy, which will have an impact on the individual employee and identify and maintain the organizational environment, or care about and put forward suggestions that are beneficial to the organization, Performance of organizational citizenship behaviors such as reducing conflicts among colleagues and protecting resources within the organization
We found that people with diverse backgrounds understood corporate social responsibility to varying degrees
Summary
Fulfilling corporate social responsibility is crucial for business operation. According to Carroll (1979), corporate social responsibility has four dimensions: economic, legal, ethical, and charitable responsibilities. Carroll (1996) indicates that enterprises have economic, legal, and moral responsibilities. Kotler and Lee (2005) consider that fulfilling corporate social responsibility is typically recognized by the public, and that public recognition positively influences companies. Porter and Kramer (2006) indicate that fulfilling corporate social responsibility can create competitive advantages, and Brown (2008) explained that numerous enterprises consider corporate social responsibility a brand strategy and a competitive advantage. If an enterprise can consider the interests of stakeholders, it can use its business strategy to maximize its profits. Whether or not an enterprise is willing to fulfill corporate social responsibility, the public evaluates corporate performance based on its fulfillment of corporate social responsibility; enterprises often develop their business strategies depending largely on the publicâs evaluation
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