Article2017

Modeling the CSR barriers in manufacturing industries

64 citations0/0 files storedBenchmarking An International Journal

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Corporate Social Responsibility Reporting Environmental Sustainability in Business Corporate Social Responsibility and Sustainability

Abstract

Purpose The purpose of this paper is to identify and rank the various barriers of the CSR implementation in Indian manufacturing companies. Further, this paper also studies interaction of different barriers. Design/methodology/approach The study was carried out using an interpretive structural modeling (ISM) approach to analyze the interaction among different barriers for corporate social responsibility (CSR) implementation in manufacturing companies in the Indian context. Findings In the present study, ten CSR implementation barriers were identified through an extensive literature review followed by the expert’s opinion. The present study outlines that lack of money and consumer’s passive attitude towards CSR are the major barriers in CSR implementation in Indian manufacturing companies. On the other hand, top management commitment, lack of knowledge about CSR and lack of skills for CSR implementation are barriers which occur due to the investment required in term of time and consumer’s passive attitude. Originality/value The present study is helpful to both academicians and practitioners by providing a model of CSR barriers. This study is important in the context of India which is a developing economy and this development is exerting pressure on the corporations to adopt CSR in their practices. This ISM-based model of barriers of CSR implementation in the manufacturing sector will help practitioners and managers to have enhanced knowledge about these barriers and to concentrate on important barriers to implement CSR activities in their organizations in an efficient manner.

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References

1979A Three-Dimensional Conceptual Model of Corporate Performance 2001Corporate Social Responsibility: A Theory of the Firm Perspective 1999Corporate Social Responsibility 1991Corporate Social Performance Revisited 2006Corporate Social Responsibility, Customer Satisfaction, and Market Value 2001Do Consumers Expect Companies to be Socially Responsible? The Impact of Corporate Social Responsibility on Buying Behavior 2007Stakeholder influence capacity and the variability of financial returns to corporate social responsibility 1985The Evolution of the Corporate Social Performance Model

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