This qualitative case study explored how a Chinese non-governmental organization in Guangzhou in southern China developed corporate social responsibility (CSR) in the country’s socio-economic and political context. Face-to-face interviews were conducted with members of the organization using semi-structured interview questions to gain an in-depth understanding of the organization’s approach. The purpose of this study was to examine how the organization defined and promoted CSR to its internal and external constituents. Findings in the study offered insights into the organization’s strategy in devising a CSR framework and advancing the practice. The organization integrated Carroll’s (1999) typology of CSR responsibilities with China’s harmonious society concept to support the economic and societal goals of Guangdong province. The organization stated the region had conflicting priorities and identified the government as the key stakeholder to enforce CSR. To influence government decisions, the organization researched and recommended CSR policies to the Guangdong government. In addition to providing CSR consulting to business, the organization raised public awareness of CSR via the media, forums, publication, and the organization’s website. The organization had strong leadership to promote CSR although its impact was constrained by limited resources.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 71/09, Dissertation Abstracts International|
|Subjects:||Ethics, Management, Sustainability|
|Keywords:||Business and society, China, China harmonious society, Chinese economic development, Corporate social responsibility, Global CSR, Nongovernmental organization, Strategic management|
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