CSR in Developing Countries through an Institutional Lens

Abstract

The book chapter sheds light on specific institutional variables that have been shaping and molding corporate social responsibility (CSR) practices and expressions in the developing world. It argues that CSR strategies cannot be detached from context, and that institutional constellations exert serious pressure on CSR expressions in developing countries, which continue to take a largely philanthropic form. The chapter then dwells on how to transition from CSR as philanthropy to a more strategic approach and the important agency role of founders and top managers in enacting this transition.,This book chapter highlights the context-dependence of CSR practices and provides illustrations from the Middle East context and other developing countries. It adopts a mostly secondary review of available literature on the topic. It also outlines some guidelines about how to move beyond philanthropy that is largely prevalent in the developing countries to a more strategic approach, that is aligned with strategy and core competence (inside-out strategic approach) or relevant and pressing social needs in the country (outside-in strategic approach).,Institutional variables include cultural and religious systems, the nature of political systems, the nature of socioeconomic systems and priorities, as well as the institutional pressures exerted by other institutional actors, inclusive of development and welfare agencies, trade unions, business associations, and civil society organizations. National institutional environments such as weak and contracted governments, gaps in public governance and transparency, arbitrary enforcement of rules, regulations, and policies, and low levels of safety and labor standards affect how CSR is conceived and practiced in developing countries. Hence, CSR continues to be equated with philanthropy in the developing world, and substantive engagement with CSR is the exception rather than the norm.,To take CSR to the next level in developing countries, we need to accord systematic attention to strengthening the institutional drivers of CSR, and putting more pressure on companies to move beyond philanthropy, rhetoric, legitimization, imagery, and public relations to substantive engagement in CSR and genuine attempts at change and development. Practical guidelines and implications in relation to how to transition to a more strategic approach to CSR are provided.

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