Effect of Corporate Social Responsibility Firms Performance: Telecommunication Industry in USA
Table of Contents
This section of the research contains the background of the study, research statements and aims, research objectives and research questions.
The concept of (CSR) the corporate social responsibility was first evolved in the 1950’s and at the time it is simply referred to as the Social Responsibility. In the year 1953 the first writings about the Social Corporate Responsibility had already gotten introduction into the market in the shape of the book published by Howard Bowen (Aguilera et al. 2007). Before its emergence, the basic aim of the organizations was earning maximum profits neglecting the fact that their operations adversely affect the overall society. The field of CSR has grown exponentially in the past decade. More than fifty percent of the Fortune 1000 companies are reported to issue corporate social responsibility reports (Albuquerque, 2013). Every individual company differs in the implementation of corporate social responsibility depending on such factors as; specific company’s size, particular industry involved, firm’s business culture, the stakeholder demands, and the historical progress of the company in engaging CSR (Tsoutsoura, 2004). The CSR is the basic part of a firm’s corporate strategy in the contemporary competitive environment between successful firms.
This study will aim to explore relationship that exists between the U.S telecommunication companies’ operational performance and the CSR.
- To investigate the concept of CSR and its use in the telecommunication firms
- To find out the relationship between CSR and the firm’s financial performance
- To study out if CSR directly or indirectly influences the firm’s operational performance
- To find out the cost of the CSR
- What is the concept of CSR and what is its use in the telecommunication firms?
- What is the relationship between CSR and the firm’s financial performance
- How is CSR directly or indirectly influences the firm’s operational performance
- What are the costs of employing the CSR
The Corporate Social responsibility (CSR) can be defined as the organizational responsibility to develop its processes in ways that take into the account environmental, social, and social aspects in the strategies and also focusing on the fulfillment of the other Stakeholders interests. According to Kotler and Lee, 2004, CSR involves the “actions appearing to further some of the social good going beyond the interest of the firms, and is required by law (Rangan et al. (2012). The CSR places responsibilities of organizations that include: responsibility towards itself, employees, shareholders, customers, and the environment. Companies that are perceived to have stronger CSR commitments often have the increased ability at attracting and to retaining employees (Footea et al. 2010). As a result, it leads to reduced employee turnover, training costs, and recruitment. Employees also often evaluate the performance of their companies CSR to determine if there exists a conflict between their personal values and those of the businesses at which they work.
There are several appeals for corporate adoption of CSR principles. According to OECD, out of 100 largest world economies measured by GDP, half of them are the US corporations, and only forty-nine are nation states hence shifting economic power to the corporations (Wang et al. 2014). The corporations, therefore, should have increased roles in and the responsibility for addressing social problems. A firm cannot and should not ignore the problems of the environment that they operate. From one perspective, the companies may poorly be equipped to address some social or environmental problems, but on another perspective, no matter the poor equipment, companies can still be best positioned in ameliorating the problems.
Socially responsible corporate performance may be associated with a number of bottom-line benefits. But in several cases, the time frames of costs and benefits may be out of alignment: the cost is immediate, and the benefits are not realized quarterly. Nevertheless, several benefits can be identified.
The research study will base on the independent variable as CSR and the dependent variable as the firms’ performance.
The study will base on a mixed methodology of qualitative and qualitative research so as to have both the statistical data, as well as much information about Impacts of CSR. `
From a sampled percentage of the telecommunication firms in the US, the study will use the questionnaire data collection tool for the quantitative research that will also double up as an interview guide for the qualitative research (Creswell, 2013).
The study will adopt the model of the dynamic data enveloping analysis to measure efficiency of the industry under study for a period between 2010 and 2016. The study will also adopt an OLS and 2SLS for the exploring the influence of CSR execution on the firms’ performance (Creswell, 2013).
Informed Consent: The sampled population will need to sign an informed consent form for their participation guided by the principle of voluntary participation, and the researcher will also need to acquire informed consent forms authorizing the study from the relevant authorities.
Confidentiality and Anonymity: The study will also put into consideration the rights of the participants to confidentiality and anonymity unless where legally provided.
The study will work under the following timeline:
|Proposal Writing||1 Week|
|Sampling and Data Collection Tool Development and Pre-Test||1 Week|
|Data Analysis||2 Week|
|Full Report Compilation||3 Weeks|
Aguilera, et al. (2007). Putting S back in Corporate Social Responsibility: A Multi-level Theory of the Social Change in the Academy of Management Review, Vol. 32(3), pp. 836–863.
Albuquerque, et al. (2013). The Corporate Social Responsibility and the Firm Risk: Theory and the empirical evidence. P.1.
Creswell J. W. (2013), Research Design: Quantitative, Qualitative, and Mixed Methods Approaches, SAGE Publications Inc.
Footea, et al. (2010). CSR: Implications for the Performance Excellence. Total Quality Management. Vol. 21(8), pp. 799–812.
Kotler P. & Lee N. (2004), Corporate Social Responsibility: Doing the Most Good for Your Company and Your Cause, Wiley Publishers.
Rangan, et al. (2012), Why Every Company Need CSR Strategy and How to Best Build It, Harvard Business School.
Tsoutsoura, M. (2004), The Corporate Social Responsibility and the Financial Performance. HAAS School of Business, pp.18.
Wang et al. (2014), Does the Corporate Social Responsibility Influence Corporate Performance of US. Telecommunication Industry? Journal of Telecommunication Policy, Vol. 38(7): pp. 580-591