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6 Examples of Corporate Social Responsibility That Were Successful

• 06 Jun 2019

Business is about more than just making a profit. Climate change, economic inequality, and other global challenges that impact communities worldwide have compelled companies to be purpose-driven and contribute to the greater good .

In a recent study by Deloitte , 93 percent of business leaders said they believe companies aren't just employers, but stewards of society. In addition, 95 percent reported they plan to take a stronger stance on large-scale issues in the coming years and devote significant resources to socially responsible initiatives. With more CEOs turning their focus to the long term, it’s important to consider what you can do in your career to make an impact .

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What Is Corporate Social Responsibility?

Corporate social responsibility (CSR) is a business model in which for-profit companies seek ways to create social and environmental benefits while pursuing organizational goals, such as revenue growth and maximizing shareholder value.

Today’s organizations are implementing extensive corporate social responsibility programs, with many companies dedicating C-level executive roles and entire departments to social and environmental initiatives. These executives are commonly referred to as chief officers of corporate social responsibility or chief sustainability officers (CSO).

There are many types of corporate social responsibility , and CSR might look different for each organization, but the end goal is always the same: Do well by doing good . Companies that embrace corporate social responsibility aim to maintain profitability while supporting a larger purpose.

Rather than simply focusing on generating profit, or the bottom line, socially responsible companies are concerned with the triple bottom line , which considers the impact that business decisions have on profit, people, and the planet.

It’s no coincidence that some of today’s most profitable organizations are also socially responsible. Here are six successful examples of corporate social responsibility you can use to drive social change at your organization.

Check out our video on corporate social responsibility below, and subscribe to our YouTube channel for more explainer content!

6 Corporate Social Responsibility Examples

1. lego’s commitment to sustainability.

As one of the most reputable companies in the world, Lego aims to not only help children develop through creative play but also foster a healthy planet.

Lego is the first, and only, toy company to be named a World Wildlife Fund Climate Savers Partner , marking its pledge to reduce its carbon impact. And its commitment to sustainability extends beyond its partnerships.

By 2030, the toymaker plans to use environmentally friendly materials to produce all of its core products and packaging—and it’s already taken key steps to achieve that goal.

Over 2013 and 2014, Lego shrunk its box sizes by 14 percent , saving approximately 7,000 tons of cardboard. Then, in 2018, the company introduced 150 botanical pieces made from sustainably sourced sugarcane —a break from the petroleum-based plastic typically used to produce the company’s signature building blocks. The company has also recently committed to removing all single-use plastic packaging from its materials by 2025, among other initiatives .

Along with these changes, the toymaker has committed to investing $164 million into its Sustainable Materials Center , where researchers are experimenting with bio-based materials that can be implemented into the production process.

Through these initiatives, Lego is well on its way to tackling pressing environmental challenges and furthering its mission to help build a more sustainable future.

Related : What Does "Sustainability" Mean in Business?

2. Salesforce’s 1-1-1 Philanthropic Model

Beyond being a leader in the technology space, cloud-based software giant Salesforce is a trailblazer in corporate philanthropy.

Since its outset, the company has championed its 1-1-1 philanthropic model , which involves giving one percent of product, one percent of equity, and one percent of employees’ time to communities and the nonprofit sector.

To date, Salesforce employees have logged more than 5 million volunteer hours . Not only that, the company has awarded upwards of $406 million in grants and donated to more than 40,000 nonprofit organizations and educational institutions.

In addition, through its work with San Francisco Unified and Oakland Unified School Districts, Salesforce has helped reduce algebra repeat rates and contributed to a high percentage of students receiving A’s or B’s in computer science classes.

As the company’s revenue grows, Salesforce stands as a prime example of the idea that profit-making and social impact initiatives don’t have to be at odds with one another.

3. Ben & Jerry’s Social Mission

At Ben & Jerry’s, positively impacting society is just as important as producing premium ice cream.

In 2012, the company became a certified B Corporation —a business that balances purpose and profit by meeting the highest standards of social and environmental performance, public transparency, and legal accountability.

As part of its overarching commitment to leading with progressive values, the ice cream maker established the Ben & Jerry’s Foundation in 1985, an organization dedicated to supporting grassroots movements that drive social change.

Each year, the foundation awards approximately $2.5 million in grants to organizations in Vermont and across the United States. Grant recipients have included the United Workers Association, a human rights group striving to end poverty, and the Clean Air Coalition, an environmental health and justice organization based in New York.

The foundation’s work earned it a National Committee for Responsive Philanthropy Award in 2014, and it continues to sponsor efforts to find solutions to systemic problems at both local and national levels.

Related : How to Create Social Change: 4 Business Strategies

4. Levi Strauss’s Social Impact

In addition to being one of the most successful fashion brands in history, Levi’s is also one of the first to push for a more ethical and sustainable supply chain.

In 1991, the brand created its Terms of Engagement , which established its global code of conduct regarding its supply chain and set standards for workers’ rights, a safe work environment, and an environmentally friendly production process.

To maintain its commitment in a changing world, Levi’s regularly updates its Terms of Engagement. In 2011, on the 20th anniversary of its code of conduct, Levi’s announced its Worker Well-being initiative to implement further programs focused on the health and well-being of supply chain workers.

Since 2011, the Worker Well-being initiative has been expanded to 12 countries, benefitting more than 100,000 workers. In 2016, the brand scaled up the initiative, vowing to expand the program to more than 300,000 workers and produce more than 80 percent of its product in Worker Well-being factories by 2025.

For its continued efforts to maintain the well-being of its people and the environment, Levi’s was named one of Engage for Good’s 2020 Golden Halo Award winners , the highest honor reserved for socially responsible companies.

5. Starbucks’s Commitment to Ethical Sourcing

Starbucks launched its first corporate social responsibility report in 2002 with the goal of becoming as well-known for its CSR initiatives as for its products. One of the ways the brand has fulfilled this goal is through ethical sourcing.

In 2015, Starbucks verified that 99 percent of its coffee supply chain is ethically sourced , and it seeks to boost that figure to 100 percent through continued efforts and partnerships with local coffee farmers and organizations.

The brand bases its approach on Coffee and Farmer Equity (CAFE) Practices , one of the coffee industry’s first set of ethical sourcing standards created in collaboration with Conservation International . CAFE assesses coffee farms against specific economic, social, and environmental standards, ensuring Starbucks can source its product while maintaining a positive social impact.

For its work, Starbucks was named one of the world’s most ethical companies in 2021 by Ethisphere.

6. New Belgium Brewing’s Sustainable Practices

New Belgium Brewing has always been a proponent of green initiatives . As early as 1999, it was one of the first breweries to use wind power to source 100 percent of its electricity, significantly reducing its operational carbon footprint.

In Harvard Business School Online’s Business and Climate Change course, Katie Wallace, New Belgium Brewing's chief environmental, social, and governance (ESG) officer, elaborates on the company’s sustainable practices.

"We have biogas here that we capture from our process water treatment plant," Wallace says in the course. "We make electricity with it. When we installed our solar panels on the Colorado packaging hall, it was the largest privately owned solar array at that time in Colorado. And today, we have many other sources of renewable electricity and have invested quite a bit in efficiencies."

New Belgium Brewing also turns outward in its sustainability practices by actively engaging with suppliers, customers, and competitors to promote broader environmental change. These efforts range from encouraging the use of renewable resources in supply chains to participating in policy-making discussions that foster industry-wide sustainability. For example, it co-founded the Glass Recycling Coalition to improve recycling nationwide after recognizing sustainability concerns in the bottling industry.

New Belgium's commitment to corporate social responsibility is an ongoing process, though. The brewery continues to set ambitious targets for reducing waste, conserving water, and supporting renewable energy projects to build a more sustainable future.

The Value of Being Socially Responsible

As these firms demonstrate , a deep and abiding commitment to corporate social responsibility can pay dividends. By learning from these initiatives and taking a values-driven approach to business, you can help your organization thrive and grow, even as it confronts global challenges.

Corporate social responsibility is critical for businesses today. It enables organizations to contribute to society while also achieving operational goals. By prioritizing social responsibility, you can build trust with your stakeholders and leave a positive impact.

Do you want to understand how to combine purpose and profit and more effectively tackle global challenges? Explore our online business in society courses , including Sustainable Business Strategy and Business and Climate Change , to learn more about how business can be a catalyst for system-level change.

This post was updated on May 30, 2024. It was originally published on June 6, 2019.

About the Author

From there to here: 50 years of thinking on the social responsibility of business

It has now been 50 years since economist Milton Friedman asked and answered a fundamental question: What is the role of business in society?

Friedman’s stance was plain: “There is one and only one social responsibility of business—to use its resources and engage in activities designed to increase its profits.” That view has long influenced management thinking, corporate governance, and strategic moves. But more recently, many leaders have sought to expand that definition to consider all the stakeholders who stand to gain—or lose—from organizations’ decisions.

In 2019, Business Roundtable released a new “Statement on the purpose of a corporation,” signed by 181 CEOs who committed to lead their companies for the benefit of all stakeholders—customers, employees, suppliers, communities, and shareholders. The statement outlined a modern standard for corporate responsibility.

On the 50th anniversary of Friedman’s landmark definition, we look at how the conversation on corporate purpose  has evolved.

The pre-1970 conversation

Even before Friedman’s essay published, the social responsibility of business was a topic of discussion. McKinsey, for example, was part of the early conversation about corporate purpose, which centered on the idea of improving performance and a belief that healthier corporations meant a healthier society. The firm’s earliest formal expression of its objectives spoke of the value of “advancing the profitableness and welfare of American business and hence the welfare of the country as a whole” (1937).

The discussion of corporations’ role in society continued to unfold in the 1950s and 1960s, when Columbia University and McKinsey presented a lecture series in which executives discussed the challenges of large organizations. Many of those talks became books that addressed the issues Friedman would soon take on.

Friedman’s seminal 1970 essay

On September 13, 1970, when Friedman published his landmark piece, “The social responsibility of business is to increase its profits,” in the New York Times , he wrote:

In a free-enterprise, private-property system, a corporate executive is an employee of the owners of the business. He has direct responsibility to his employers. That responsibility is to conduct the business in accordance with their desires, which generally will be to make as much money as possible while conforming to their basic rules of the society, both those embodied in law and those embodied in ethical custom.

Like many businesses and thinkers, McKinsey has grappled with such ideas over the years. A 1971 statement of the firm’s goals highlights the role of profitability but acknowledges that it isn’t the sole social responsibility of business; consultants can also “do worthwhile things for society as well as to earn substantial financial rewards.”

Marvin Bower—McKinsey’s managing director from 1950 to 1967, who remained a vocal leader even after stepping down—also continued to emphasize the importance of enduring business values, which could be translated into societal as well as business impact:

Outside the service for which we are compensated, each of us has an opportunity, through the firm, to serve the society of which [we are] a part. Our knowledge of the problem-solving process enables us to contribute disproportionately to the welfare of our communities.

The 1980s and 1990s: An expanded global view

Management attention started to go global in the 1980s. The business world examined how Japanese companies in particular were revolutionizing manufacturing to compete against once-dominant Western players. Political and social changes were also afoot, and the shift toward globalization took hold.

McKinsey managing director Fred Gluck (1988–94) called on the firm to raise its sights and expand its horizons:

Beginning with a memo not two weeks before the Berlin Wall came down, he urged his partners to expand their vision beyond their usual business clients. As the world’s best problem solvers, he argued, McKinsey should aspire to advise national and world leaders on global issues like poverty, European integration, and the environment. It should help design and implement the reforms that were certain to follow in the wake of the revolutions unfolding in Eastern Europe, the Soviet Union, and Asia. Though not universally shared, Gluck’s call to action struck a chord with many firm leaders. … They were being challenged to help change the world.

The McKinsey Global Institute was founded in this era, looking to generate fresh insights through serious research that integrated the disciplines of economics and management. And although work continued to prize financial impact for clients, the thinking around future impact continued to expand.

The 2000s and 2010s: A focus on longer-term, inclusive growth

Technological advances may have facilitated globalization, but the dot-com crash of the early 2000s and ensuing changes—to say nothing of the global financial crisis of 2008—brought discussion on the social responsibility of business into the zeitgeist.

In a 2006 interview, McKinsey’s former London office manager Peter Foy reflected:

I have real misgivings about the way that [business] changed. Because the minute the world … changed from building great companies and keeping shareholders happy to serving shareholders on a quarterly delivery, wealth-creation basis … you changed everything in the business system. The motivation of the CEO, and the organization, and the time you spend on it all.

The conversations also entered the realm of public ideas. One particularly powerful statement in the March 2011 Harvard Business Review article “ Capitalism for the long term ,” penned by McKinsey managing partner Dominic Barton, called for business-led reform to go beyond quarterly capitalism:

This shift is not just about persistently thinking and acting with a next-generation view—although that’s a key part of it. It’s about rewiring the fundamental ways we govern, manage, and lead corporations. It’s also about changing how we view business’s value and its role in society.

Barton later helped found the not-for-profit Focusing Capital on the Long Term, which encourages long-term investing and business decision making.

Additionally, the McKinsey Quarterly marked its 50-year anniversary  with a special edition on the future of management. One key theme: Corporate longevity and a long-term view of performance.

2019, the Business Roundtable statement, and what lies ahead

On August 19, 2019, the Business Roundtable issued its latest statement on the purpose of a corporation :

Businesses play a vital role in the economy by creating jobs, fostering innovation and providing essential goods and services. Businesses make and sell consumer products; manufacture equipment and vehicles; support the national defense; grow and produce food; provide health care; generate and deliver energy; and offer financial, communications and other services that underpin economic growth. While each of our individual companies serves its own corporate purpose, we share a fundamental commitment to all of our stakeholders.

The statement was endorsed by 181 CEOs (along with McKinsey global managing partner Kevin Sneader ), each committing to leading their companies for the benefit of all stakeholders—customers, employees, suppliers, communities, and shareholders.

Echoes of that statement continue to resonate today, even as leaders navigate crises and contemplate the next normal beyond coronavirus . As Marc Goedhart and Tim Koller note in “ The value of value creation ”: “Long-term value creation can—and should—take into account the interests of all stakeholders.” And Sneader and his coauthors underscore it as a top-management ethos in a new article on the CEO moment :

[The] COVID-19 pandemic has laid bare the profound interconnectedness between businesses and the broader world in which they operate. … Employees, customers, and stakeholders expect a CEO to articulate where the company stands on critical issues.

What lies ahead on this topic? Write to us .

This article was conceptualized, illustrated, and edited by McKinsey Global Publishing colleagues Mike Borruso , Torea Frey , Gwyn Herbein ,  Philip Mathew , Janet Michaud , and Nathan Wilson , with Paul Lasewicz , our archivist, guiding us on this walk through history.

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The Truth About CSR

• V. Kasturi Rangan,
• Lisa Chase,
• Sohel Karim

Despite the widely accepted ideal of “shared value,” research led by Harvard Business School’s Kasturi Rangan suggests that this is not the norm—and that’s OK. Most companies practice a multifaceted version of CSR that spans theaters ranging from pure philanthropy to environmental sustainability to the explicitly strategic. To maximize their impact, companies must ensure that initiatives in the various theaters form a unified platform. Four steps can help them do so:

Pruning and aligning programs within theaters. Companies must examine their existing programs in each theater, reducing or eliminating those that do not address an important social or environmental problem in keeping with the firm’s business purpose and values.

Developing metrics to gauge performance. Just as the goals of programs vary from theater to theater, so do the definitions of success.

Coordinating programs across theaters. This does not mean that all initiatives necessarily address the same problem; it means that they are mutually reinforcing and form a cogent whole.

Developing an interdisciplinary CSR strategy. The range of purposes underlying initiatives in different theaters and the variation in how those initiatives are managed pose major barriers for many firms. Strategy development can be top-down or bottom-up, but ongoing communication is key.

These practices have helped companies including PNC Bank, IKEA, and Ambuja Cements bring discipline and coherence to their CSR portfolios.

Most of these programs aren’t strategic—and that’s OK.

Idea in Brief

The problem.

Many companies’ CSR initiatives are disparate and uncoordinated, run by a variety of managers without the active engagement of the CEO. Such firms cannot maximize their positive impact on the social and environmental systems in which they operate.

The Solution

Firms must develop coherent CSR strategies, with activities typically divided among three theaters of practice. Theater one focuses on philanthropy, theater two on improving operational effectiveness, and theater three on transforming the business model to create shared value.

Companies must prune existing programs in each theater to align them with the firm’s purpose and values; develop ways of measuring initiatives’ success; coordinate programs across theaters; and create an interdisciplinary management team to drive CSR strategy.

Most companies have long practiced some form of corporate social and environmental responsibility with the broad goal, simply, of contributing to the well-being of the communities and society they affect and on which they depend. But there is increasing pressure to dress up CSR as a business discipline and demand that every initiative deliver business results. That is asking too much of CSR and distracts from what must be its main goal: to align a company’s social and environmental activities with its business purpose and values. If in doing so CSR activities mitigate risks, enhance reputation, and contribute to business results, that is all to the good. But for many CSR programs, those outcomes should be a spillover, not their reason for being. This article explains why firms must refocus their CSR activities on this fundamental goal and provides a systematic process for bringing coherence and discipline to CSR strategies.

• VR V. Kasturi Rangan is a Baker Foundation Professor at Harvard Business School and a cofounder and cochair of the HBS Social Enterprise Initiative.
• Lisa Chase is a research associate at Harvard Business School and a freelance consultant.
• SK Sohel Karim is a cofounder and the managing director of Socient Associates, a social enterprise consulting firm.

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Essays on Corporate Social Responsibility

Corporate Social Responsibility (CSR) has become an integral part of modern business practices. It involves companies taking responsibility for the impacts of their activities on society and the environment. As such, CSR has gained increasing attention from businesses, consumers, and policymakers. Writing an essay on CSR provides an opportunity to explore various aspects of this important topic and its implications for business and society. In this article, we will provide a long list of CSR essay topics and discuss the importance of the topic, as well as offer advice on choosing a topic for your essay.

The Importance of the Topic

The concept of CSR has gained significant importance in recent years due to the increasing awareness of environmental and social issues. As a result, businesses are under pressure to operate in a more sustainable and socially responsible manner. This involves considering the impact of their operations on the environment, as well as their employees, customers, and local communities. CSR has also become a key factor in shaping a company's reputation and brand image, as consumers are increasingly looking to support companies that demonstrate a commitment to social and environmental responsibility.

Furthermore, CSR can have a positive impact on a company's bottom line. Research has shown that companies that prioritize CSR tend to have better financial performance and are more attractive to investors. Additionally, CSR initiatives can help improve employee morale, attract top talent, and enhance customer loyalty.

Advice on Choosing a Topic

When choosing a topic for your CSR essay, it's important to consider your interests and the specific aspects of CSR that you are passionate about. You may want to focus on a particular industry, such as the fashion industry or the technology sector, and explore the CSR practices and challenges within that industry. Alternatively, you may want to examine the role of government policies and regulations in promoting CSR, or the impact of CSR on consumer behavior and purchasing decisions. You could also explore the ethical implications of CSR, corporate governance, or the role of stakeholders in shaping CSR strategies.

In addition, you may want to consider current events and trends related to CSR, such as the impact of the COVID-19 pandemic on CSR practices, or the role of businesses in addressing climate change and environmental sustainability. Ultimately, the goal is to choose a topic that is both relevant and meaningful to you, and that allows you to explore and analyze the complexities of CSR in a thoughtful and insightful manner.

Writing an essay on Corporate Social Responsibility provides an opportunity to delve into a wide range of important and timely topics. CSR is an increasingly important aspect of modern business practices, with implications for the environment, society, and the economy. By choosing a topic that is relevant and meaningful to you, you can explore the complexities of CSR and contribute to the ongoing dialogue on how businesses can operate in a more sustainable and socially responsible manner. Hopefully, the list of CSR essay topics provided in this article will inspire you to choose a topic that sparks your interest and allows you to make a valuable contribution to the discussion on CSR.

List of CSR Essay Topics

• CSR practices in the fashion industry
• The impact of government policies on CSR
• Consumer behavior and CSR
• Ethical implications of CSR
• Corporate governance and CSR
• Stakeholder roles in shaping CSR strategies
• The impact of COVID-19 on CSR practices
• Businesses' role in addressing climate change
• Environmental sustainability and CSR

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Essay on Corporate Social Responsibility

Definition of a term.

Corporate Social Responsibility is a business model that regulates companies to be self-accountable to the stakeholders and the public. Companies can know their impact on society, social, and environmental aspects by adhering to their CSR policy.

Marisol Sandoval’s article Corporate Social Responsibility in the Media and Communication Industries aims to broaden the discussion on CSR in the media & communications industries by converging very little on these corporations’ role in raising CSR understanding and introducing a public discussion on CSR & more on their relationship amongst profit & social goals. The actual practices of Microsoft, Google, and the Walt Disney Company, as per Marisol Sandoval (2019), “do not connect to their reputation” (pg. 40).

CSR is an expression of self by organizations that use it to draw attention to the association’s vital responsibilities to project a positive professional appearance while diverting attention from the company’s interest in increasing profits through extremely irresponsible practices. In her findings, Marisol Sandoval (2019) points out that “Microsoft’s” reliance on software patents inhibits the distribution of Microsoft’s expertise and opposes the possibility of building open and transparent knowledge assets (pg. 51). Google’s Internet monitoring and profiteering from people also illustrate societal irresponsibility. Lastly, the Walt Disney Company is accused of severe worker exploitation in the Walt Disney Company’s supply chain to reduce production costs and raise profit margins (pg. 51).

While CSR is a significant aspect of a company’s reputation, it is equally important to consider its goals, demands, and money to stay in business. The CEO’s social obligation extends not just to their employees, families, societies, & society but also to their shareholders. CEOs must think about altogether of this, and they must not risk what makes them unique to boost CSR. Though Microsoft, Google, or the Walt Disney Company can engage in reckless behavior, these actions help the companies to stay in business and demonstrate CSR in other areas.

If firms yield an opportunity and push their company’s strategy in a different direction that cares about people, the ecosystem or the lowermost line-they can profit in habits they never thought of, says CEO Dave Mowat (McShane & Glinow, 2019, pg. 18). CSR could be achieved exclusively by small acts of civic duty; it also necessitates that such activities be carried out ethically in a way that attracts attention. Values and ethics, particularly in multinational corporations, necessitate extra attention to guarantee that the company upholds the ethics and values expected and demanded of it in its home country while also taking global values and ethics into account. To encourage CSR, each country has its own set of rules that must be followed. Furthermore, the public must be aware of the duties that firms undertake to demonstrate their CSR. Even though two-thirds of CEOs realize the benefits of CSR and the responsibility to deliver it, only 24% of businesses polled report socially responsible initiatives (McShane & Glinow, 2019, pg. 17). When an organization does not demonstrate its corporate responsibility, the advantages of becoming socially conscious are not realized.

Corporations frequently endure negative publicity due to areas where they fall short. Society believes that consumers’ backing of businesses is vital for the results of firms. A firm cannot turn a profit or remain in business, either directly or indirectly, without customer purchases. Consumers want corporate responsibility because they believe they are accountable for a company’s success. The CSR of a company today determines whether or not a customer does business with it. Firms recognize that CSR is required to maintain profitability, and consumers recognize that they can pressure corporations to change, resulting in a significant increase in CSR awareness among all stakeholders.

According to any CEO, CSR must be a part of any corporation’s budget. The public’s focus on CSR brings each firm’s social duty practices to light and generates a public perception of the company. Individuals notice & prefer to conduct business alongside socially responsible firms, regardless of whether they invest in, work for, supply, or do business with them as a consumer (McShane & Glinow, 2019). Each of these individuals is critical to a company’s success. Corporations must make sure that socially responsible practices are budgeted and that the public is aware of them.

McShane, S. L., & Glinow, M. A. (2019).  Organizational Behavior Emerging Knowledge, Global Reality  (6th ed.). New York, New York, U.S.A: McGraw-Hill/Irwin.

Sandoval, M. (2019). Corporate Social Responsibility in Media and Communication Industries.  Javnost – The Public, 20 (3), pp. 39-58.

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Three Essays on Corporate Social Responsibility

• Burbano, Vanessa Cuerel
• Advisor(s): Snyder, Jason ;
• Lieberman, Marvin

This dissertation explores the effect of corporate social responsibility (CSR) practices on the firm and contributes to an understanding of how CSR practices can contribute to companies’ competitive advantage. In Chapter 1, I use three randomized field experiments implemented in online labor marketplaces to provide causal evidence of the effect of CSR on employee outcomes that have been shown to be critical to firm performance: salary requirements and employee performance. Workers were recruited for short-term jobs and I manipulated whether or not they received information about the employer’s CSR program. I then observed the payment workers were willing to accept for the job and their performance on the job. Surveys administered at the end of the experiments gauging workers’ perceptions about the received CSR information also provide insight into the distinct mechanisms through which CSR affects the different employee outcomes. This paper contributes to an understanding of how CSR adds value to the firm and highlights the role of the employee in explaining this relationship. It also demonstrates how online labor markets can be used as settings for field experimental research in strategic management more broadly.

In Chapter 2, we examine pro bono work in the legal services industry. Using a screening model we show that law firms use pro bono engagements to gain information about associates’ expected productivity as an equity partner. Using a dataset of the top 200 US law firms in 2010 we demonstrate empirical support for our model’s predictions. Our findings thus suggest that the conventional wisdom that CSR practices are used to provide information about the quality of the firm to the employee is backwards; rather, we find that pro bono engagements are used to provide information about the quality of the employee to the firm.

In Chapter 3, we explore what drives firms to combine poor environmental performance with communication about positive environmental performance, resulting in “greenwashing”. Although some explanation of firm greenwashing has been put forth, a comprehensive analysis of the determinants of firm greenwashing is lacking. Drawing from existing work in management, strategy, sociology and psychology, we propose a comprehensive framework that examines the external (both institutional and market), organizational and individual drivers of greenwashing and then use this framework to develop recommendations for managers, policymakers, and NGOs to decrease greenwashing.

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Essay on Corporate Social Responsibility

This report provides information on whether the benefits of CSR outweigh the drawbacks. The report shows that the benefits of CSR are more than the drawbacks and managers should consider implementing the strategy. The research utilizes the use of secondary resources to conclude. Most of the authors used in this report show that CSR has more advantages such as consumer satisfaction, financial performance, productivity, and promotes relationships among the companies, the stakeholders, and society. This research informs the managers on the benefits of executing CSR in their companies. More so, it provides information on few drawbacks that the managers should be prepared to experience. The study adds new information concerning the comparison of advantages and disadvantages of CSR which makes it easier to determine if the strategy should be implemented in companies.

Corporate Social Responsibility

Introduction

Corporate social responsibility (CSR) is a self-controlling model of business that helps business organizations to be socially accountable to the public, stakeholders, and self. Through CSR, companies have conscious of how that affects society environmentally, socially, and economically as they do their businesses (Basuony et al., 2014). Engaging in CSR means that companies are operating in ways that improve society and its environment. As much as CSR influences companies to translate the principles into practical activities, some of the researchers show that CSR may harm companies, stakeholders, and consumers.

Research Questions

Do the positive impacts outweigh the negative effects of CSR among the companies?

Despite some of the researchers revealing the negative impacts of CSR, there are many positive influences that companies, stakeholders, and consumers experience. Companies should ensure that they are responsible for themselves, society, stakeholders, and consumers. This promotes the positive impact of business in society without other people suffering the implications of unethical business activities. However, it is linked to few drawbacks such as costs, conflicts in the profit motive, and “green washing” of customers.

Methodology

This report will utilize secondary sources for review to come up with conclusions. Articles that are less than 10 years old will be used to develop conclusions on whether CSR is effective among companies and if the benefits outweigh the drawbacks.

Literature Review

Based on a substantiation from Mena country, Basuony et al. (2014) state that CSR promotes the performance of business organizations. The stakeholder theory suggests that organizations have to manage relationships with other groups and stakeholders which influences the effectiveness of business decisions. Despite making entrepreneurship progress, businesses that pay attention to the needs of society are successful. For example, branding is effective when a business organization protects the environment and takes part in social activities such as the construction of schools. Most of the researches in this article show that CSR influences business performance through market orientation and consumer satisfaction and financial performance. In research done by Newman et al. (2018), shows that CSR has an independent positive influence on the level of firms efficacy- increased productivity influenced by high effective business engagement. Increased company involvement in community initiatives is a great influence for success in business due to customers’ and stakeholders’ trust.

The concept of the future of CSR presented by Archie Caroll shows that as companies continue to apply CSR, benefits such as stakeholders engagement, increased productivity due to employees being the driving force of business and the enhancement of power among ethically sensitive customers and the client will be experienced (Agudelo et al., 2019). The concept influences effective governance criteria, environmental responsibility, corporate citizenship, the establishment of shared business values, and social performance. However, CSR is linked to various negative impacts. Mahmood et al. (2020) suggest that CSR influences negativity through abusive supervision while valuing employees’ conducts. As much as CSR influences minimization of negative employees’ behavior, it also influences negative conduct when there is abusive supervision. More so, the implementation of CSR needs money. Especially for small businesses, CSR is not affordable to be allocated in the budget. The conflict of the profit motive is also established in CSR as the focus on societal benefits may influence losses to companies. Greenwashing of consumers is linked to CSR. For example, labeling products to be organic to attract consumers.

Implications

This exploration has implications for both bodies of knowledge and management. The research used in this report shows that as much as CSR may have various drawbacks, the benefits outweighs the disadvantages. It contributes to the existing body of knowledge by showing that CSR has more benefits and companies should consider its application in business. The limitations of the current study are the use of secondary sources and few articles to provide more evidence. More so, the articles used in this report do not include cultural factors such as religion which are significant in understanding CSR and the involved activities in the society. The discussion concerning the link between CSR and corporate governance is not provided. Therefore, further research should be done to evaluate this link and its impact on the performance of the company and the experiences of the stakeholders and customers. More so, the research provides a key takeaway for managers which is mainly the benefits of executing CSR in companies to influence performance. The managers should know that despite the presence of drawbacks linked to CSR, there are many advantages such as consumer satisfaction, effective branding, establishing trust, and financial performance.

Based on the previous research used in this report, it is evident that CSR has many advantages. These pros include consumer satisfaction, productivity, good relationships with society and stakeholders, financial performance, and effective branding. These advantages overpower the drawbacks which include costs, conflicts in the profit motive, and “green washing” of customers. However, the limitations of the research include the inclusion of fewer articles and a lack of cultural factors in the research. Therefore, this study concludes that the benefits of CSR outweigh the disadvantages. The implication of the literature is informing managers to execute CSR which promotes productivity and financial performance.

Agudelo, M. A. L., Jóhannsdóttir, L., & Davídsdóttir, B. (2019). A literature review of the history and evolution of corporate social responsibility.  International Journal of Corporate Social Responsibility ,  4 (1), 1-23.

Basuony, M. A., Elseidi, R. I., & Mohamed, E. K. (2014). The impact of corporate social responsibility on firm performance: Evidence from a MENA country.  Corporate Ownership & Control ,  12 (1-9), 761-774.

Mahmood, F., Qadeer, F., Abbas, Z., Hussain, I., Saleem, M., Hussain, A., & Aman, J. (2020). Corporate social responsibility and employees’ negative behaviors under abusive supervision: A multilevel insight.  Sustainability ,  12 (7), 2647.

Newman, C., Rand, J., Tarp, F., & Trifkovic, N. (2020). Corporate social responsibility in a competitive business environment.  The Journal of Development Studies ,  56 (8), 1455-1472.

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THREE ESSAYS ON CORPORATE SOCIAL RESPONSIBILITY

REN, XINGZI (2023) THREE ESSAYS ON CORPORATE SOCIAL RESPONSIBILITY. Doctoral thesis, Durham University.

This thesis encompasses three empirical chapters, each focusing on a distinct aspect of corporate social responsibility (CSR) and examining both its drivers and outcomes at organizational and individual levels. The first empirical chapter investigates the role of gender diversity in top management teams and its relationship with firms’ CSR engagement. Drawing on resource dependence theory, the primary findings indicate that female directors significantly enhance firm's CSR performance by contributing to board diversity. Furthermore, the results reveal that social trust bolsters the effectiveness of female directors. The second empirical chapter explores the environmental issues and their driving factor, specifically institutional investors. The analysis demonstrates that institutional investors contribute to a reduction in greenhouse gas emissions among Chinese listed firms. The mechanism operates through the investors’ use of their voice in shareholder proposals. The final empirical chapter delves into external experiences that influence CEOs' attitudes towards their firms' CSR profiles. The findings suggest that CEOs, motivated by a desire to enhance their reputation, tend to engage more in CSR activities following the receipt of an award. Concurrently, the easing of financial constraints facilitates these decisions. Ultimately, the results support the notion that CSR agency problems can lead to decisions made by awarded CEOs that adversely impact firm value.

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Corporate Social Responsibility (CSR) is very high on corporations' agenda in recent years. CSR means different things to different stakeholders but generally refers to serving people, communities and the environment in a way that goes beyond what is legally required of a firm. In this paper-based dissertation we analyze some potential driving forces behind this corporate behavior. The first paper explores the role of Socially Responsible Investing (SRI) - making investment decisions according to both financial and ethical criteria. We analyze the effect of SRI on the investment decisions of firms that fail the screen ('polluting' firms) and on their decisions to adopt a CSR-approved technology. These issues are examined in an equilibrium setting with endogenous investment decisions. We find that the presence of socially responsible investors can lead to under-investment by polluting firms but their current proportion among all investors (11%) is not enough to induce polluting firms to change their technology. The second paper further explores the role of SRI in a richer theoretical framework. We model a capital market in which some investors get direct utility from owning firms that spend on CSR. We also assume different categories of firms: those with good CSR fundamentals and those with poor CSR fundamentals. In equilibrium, investors' CSR considerations shape their financial portfolio decisions, affect stock prices and influence corporate CSR spending decisions. We also examine optimal tax policy questions, looking to maximize total individual donations plus corporate CSR spending less the tax rebates given for such spending. The third paper argues that insiders (managers and large blockholders) who are affiliated with the firm may want to over-invest in CSR for their private benefit since it improves their reputation. We test this hypothesis by investigating the relation between firms' CSR ratings and their ownership and capital structure. We employ a unique dataset that sorts 3,000 US corporations according to their social record. We find that insiders' ownership and leverage are negatively related to the social rating of firms, while institutional ownership is uncorrelated with it. These results support the hypothesis that CSR is a source of a conflict between different shareholders.

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Chapter 1 Introduction

Chapter 2 Literature review

The history of csr, problems with csr research, levels of csr, csr and corporate social reporting, research in csr worldwide, csr in developing world, csr in the global context, csr and multinational corporations., csr and globalization, chapter 3 methodology, advantages of using secondary data for research purposes, problems with collecting primary data for research purposes.

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Introduction

Reference list.

Corporate social responsibility is an essential aspect in the business world. It is an obligation for a business organization to pursue long term goals that are good for the society. It can also be termed as the continuing commitment by business firms to behave in an ethical manner and contribute to economic development while at the same time enhancing the quality of life of the employees and their families.

The business firm should also enhance the lives of the local community and the entire society around which it operates (Kotler, 2005). This piece of work looks at an individual, Karl Mark, evaluating him with respect to corporate social responsibility and its effects on his career.

Abiding by corporate social responsibility practices is not only beneficial to a business organization but also to individuals who participate in it. An individual’s perception and view about the idea of corporate social responsibility influences ones life greatly in terms of career progression and the behavior of the general public towards the individual.

This therefore dictates that it is advisable to support the idea of corporate social responsibility for the sake of one’s prosperity as well as that of the society at large despite the cost that could be involved.

Karl Marx was an active economic activist and socialist who was involved with many activities during his lifetime. It is evident that Karl Marx would totally support the idea of corporate social responsibility.

This is because of his nature and how he perceived life in general. He cared more about the communities and would therefore support any effort aimed at supporting the society in any way. He was against capitalism and supported collective gain among the society members (Marx, not dated).

In his career, Karl Mark was able to succeed due to the support he gave to the society in regard to advocating for developmental projects aimed at helping members of the society in an effort to uplift their living standards. Karl Mark’s economic and socialist work gained considerable support from people due to the fact that the benefits associated with the activities were clear (Marx, Easton and Guddat, 1997).

Business organizations should operate bearing in mind that the society is a crucial element that contributes towards their success. Without the support of the people who surround a business organization, it is difficult for it to succeed in its undertakings. This is because it requires a symbiotic relationship to be established between a business enterprise and the society around it.

This is so as both need each other for success. A business organization may need the society as buyers as well suppliers. They could also be a source of workforce in various positions for example marketers bearing in mind that they are in a better position to reach as many clients as possible.

The business should therefore go an extra mile in providing services to the society as a way of fulfilling corporate social responsibility. This could be through undertaking of some developmental projects that aim at enhancing the lives of the people.

Throughout his entire life, Karl Marx attempted to gain a deeper understanding of the society and its nature in an effort to ensure that their rights are fulfilled. He for example supported aspects like education and enlightenment of the people so that they would be in a position to fight for their rights and social justice.

Provision of educative programs by business enterprises to the community is a form of corporate social responsibility and plays a great role in ensuring that members of the society are well equipped with some knowledge and skills which in turn allows them to live a better and sustainable life for instance through securing employment opportunities (Eastman, 1959).

There are various benefits associated with corporate social responsibility. For example, it avoids excessive regulation, it is ethical and improves an individual’s and firm’s public image, enhances the social environment and more so, some socially responsible actions are profitable. It is also a good way of correcting social problems that might have been caused by various activities.

In cases of a business, it provides a competitive advantage, attracts and retains employees through motivation and attracts investors. It therefore follows that business enterprises should always foster corporate social responsibility.

Although Karl Mark received a lot of objections from the authorities such as the governments, he tried his best to enhance the lives of the society and for this reason his name and work will live to be remembered over the years. This is more so because of his contribution towards the understanding of society (Foot, 2004).

From the above discussion, it is evident that corporate social responsibility is critical to economic development due to the fact that it empowers societies.

Abiding by corporate social responsibility practices is not only beneficial to a business organization but also to individuals who participate in it. An individual’s perception and view about the idea of corporate social responsibility influences his or her career and how the general public reacts towards him or her.

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Exploring the Influence of Corporate Social Responsibility on Entrepreneurial Behavior: The Mediating Role of Ethics in Entrepreneurship and the Moderating Impact of Spirituality

• Published: 28 August 2024

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• Guqiang Ni 1  

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The present study investigates the influence of corporate social responsibility (CSR) on entrepreneurial behavior, with a specific focus on the mediating role of ethics in entrepreneurship and the moderating impact of spirituality in the context of emerging markets, namely China and Pakistan. Employing Partial Least Squares Structural Equation Modeling (PLS-SEM) for a multi-sample analysis, the research analyzes data collected from diverse businesses in these two countries. The findings reveal that CSR significantly impacts entrepreneurial behavior, with ethics in entrepreneurship serving as a crucial mediator in this relationship. Furthermore, spirituality was found to have a moderating effect, albeit differently in China and Pakistan, reflecting varied cultural and socio-economic contexts. These results highlight the importance of contextual and cultural factors in understanding the CSR-entrepreneurship nexus. The study’s implications are twofold: it offers a deeper understanding of the dynamics between CSR, ethics, and entrepreneurship in emerging markets, and it provides valuable insights for policymakers and business leaders aiming to foster responsible and ethical entrepreneurial ecosystems.

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Ni, G. Exploring the Influence of Corporate Social Responsibility on Entrepreneurial Behavior: The Mediating Role of Ethics in Entrepreneurship and the Moderating Impact of Spirituality. J Knowl Econ (2024). https://doi.org/10.1007/s13132-024-02298-w

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