The Role of CSR Strategic integration in the CSR-organizational performance link: The Context of Qatar
Abstract (200 Words)
This paper takes an in-depth look into the current situation in Qatar within the realms of corproate social responsibility (CSR). More specifically, the paper highlights the Role of CSR Strategic integration in the CSR-organizational performance link. The paper is in the format of a first draft proposal and consists of the following sections: introduction, objectives of the study, significance of the study, literature review, contingency approach in the CSR link, CSR and organizational performance link, a proposed model of the contigent approach to the strategic link, hypothesis development, methodology, analysis and findings, hypothesis analysis, discussion and the paper ends with a conclusion. The references used for the paper were all focused around the concept and practical use of CSR within organziational strategies and specfic focus was then given to the Middle East and Qatar and strategies were taken out of the general context and used within the circumstances of Qatar. The findings and conclusion of this paper assert that CSR strategies play a pivotal role in organizations across Qatar and their use has increased tenfold in recent times with modern practices and street smart employees.
Keywords (5 keywords)
Corporate Social Responsibility
Integration
Organizational Performance
Strategy
Qatar
Introduction
Historically, Corporate Social Responsibility (CSR) has attracted a significant interest and attention in the field of business administration. Surprisingly, this interest has intensified presently to gather an exceptional significance not only around the academic community, but also among practitioners (Gualtieri, & Topi?, 2016). The question of whether CSR has become a source of competitive advantage in strategic management has consistently emerged in the recent past. Some scholars view it as mechanism that some companies or entities use to differentiate their products, processes or themselves from their competitors (Jones, Comfort & Hillier,2007). Other corporate and business strategists opine that these corporates may be developing CSR strategies as mechanisms of outperforming rival companies.
The integration of CSR into business operations and activities in a company such as Qatar requires an understanding of the concerns and objectives of the stakeholders. According to Gualtieri & Topi?,2016), there is emergence of a new paradigm for business which constitutes various CSR principles and values. These values and principles are diffused and transferred into the organizational structure through organizational network that brings together all stakeholders...
A companys obligation towards its stakeholders is measured by the moral orientation it manifest (Farooq et al., 2013). Similarly, stakeholders
perception towards a company problem and the need to solve it rely on the complex networks of relationships among affected groups within and outside the company. From this perspective, it is deducible that the strategic integration of CSR in the CSR-organizational performance plays a significant role as a measure of the
value addition component of a company. For instance, in this case, understanding the role of CSR-strategic integration is important in determining the performance of that entity.
Objectives of the study
In order to provide adequate assessment of the research topic, the following research objectives were formulated:
i. The contribution of CSR strategic integration to the creation of strategic advantage
ii. To determine the contextual factors that need to be taken into account CSR integration in CSR-organizational performance
iii. To determine whether the adoption of CSR activities has a positive and significant relationship to organizational performance.
Literature Review
Corporate social responsibility (CSR) defined as the company activities demonstrating the inclusion of social and environmental concerns in business operations, and in interaction with stakeholders, also...
…discriminant
validity is an indication that companies that apply CSR strategic integration in their administration systems are better placed in the competitive scale as compared to those with low discriminant validity.
The coefficient of determination for CSR activities being 0.413 is greater than the acceptable 0.10. The degree of the difference depicts the effectiveness of the CSR strategy integration in the performance of the company. Most companies with a significant coefficient of determination is important factor in the performance of any company. Kirat (2015) relates the high organizational performance shown i the result is as a result of the positive and significant value of the coefficient of determination of the CSR activities.
Conclusion
CSR strategic integration plays a significant role in the CSR-organizational performance link. The recent adoption of CSR activities that can steer the performance of organizational systems, particularly CSR continue to emerge. From this study, it is evident that the CSR strategic integration determines the manner in which most companies in Qatar operate. Other than mission statement and corporate strategy, CSR plays a significant and positive role in ensuring that these companies keep focus on their development and performance agenda.
Based on the objectives of the study, most companies attract significant benefits from CSR engagement strategy through a consistent system that is responsible for expanding CSR internally as well as among external stakeholders. This makes the process of operation inclusive of every engagement of the company. The results of the study showed a more than 0.1 correlation, which depicts the importance of CSR activities in ensuring that the CSR-organizational performance link. Companies that apply CSR strategic integration tend to reap considerable financial benefits as compared to those companies that do not engage in CSR. From this perspective it can be concluded that the strategic integration of CSR improves the organizational performance considerably.
Conclusion
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