Corporate social responsibility in the wake of COVID-19: multiple cases of social responsibility as an organizational value

Abstract

Purpose Although corporate social responsibility is a well-researched concept, very few studies have studied organizational social responsibility in the face of internal/external crises. Therefore, this paper aims to examine various firms' organizational social responses to COVID-19 as an external crisis, particularly in terms of the way organizations use their resources to address social problems and the real intention behind these, and the changing organizational drivers influencing such behaviors. Design/methodology/approach The authors explore the initiatives of seven organizations from three different industries in several countries and their actions in the wake of the COVID-19 pandemic. A case study approach was taken to collect data and reach a conclusion. A combination of interviews, online communication using semi-structured questionnaires and documentary information available in the public domain was used to collect data and analyze and triangulate the events. Findings Similar internal resources and capacities of the seven organizations resulted in similar responses as they launched proactive initiatives to prepare sanitizers. This research indicates that these organizations pursued other goals besides economic one. When society needed help, these organizations responded quickly, using and reorganizing their resources to assist communities in need. Different organizations from different sectors all behaved in a similar manner, making genuine contributions to the pandemic as each was uniquely capable of doing. These organizations also used their unique capabilities to offer their resources to local communities and governments. Originality/value During the COVID-19 pandemic, efforts by corporate entities to facilitate social reform and recovery have been seen around the globe. The findings could help in understanding the responses of organizations engaging in socially responsible behaviors to overcome external crises. This paper also identifies changing organizational values and their possible impact on society and overall industry philanthropy practices in the future.

Businesses and their community in times of COVID-19: a stakeholder theory approach

“…However, this study subscribes to principles of the appropriateness of the data gathered suggested by O’Reilly and Parker (2013). In this study, the interview questions were developed by revisiting previous research that draws upon stakeholder theory both from an empirical and conceptual perspective on crisis situations (Ahmed et al , 2021; Alpaslan et al , 2009; Burga and Rezania, 2016; Hannah et al , 2021; McKnight and Linnenluecke, 2016).…”

“…descriptive, normative thesis). Along these lines, Ahmed et al ’s (2021) study revealed that, in some situations, companies used their own resources to alleviate society’s needs during the initial stages of the crisis, for instance, by manufacturing high-in-demand sanitising products. Ahmed et al (2021) posit that swift and genuine responses to the crisis came from different companies involved in a variety of industries, all of which use their distinctive capabilities while offering their resources to support local communities and governments.…”

“…Nevertheless, demonstrations of empathy, engagement and sustenance are emerging from numerous businesses, on the one hand, focusing on stewardship relations with customers and communities while showing respect to their staff, for instance, through the implementation of safety measures (Mahmud et al , 2021). Furthermore, through their offerings, resources and tools, many organisations have sought to facilitate recovery, not only seeking to respond to their community’s needs, but also supporting governments and the wider society (Ahmed et al , 2021). Overall and through their actions, organisations have had a positive impact on their employees and the broader society, while maintaining the trust of their stakeholders (Manuel and Herron, 2020).…”

Business and society in the age of COVID‐19: Introduction to the special issue

“…A majority of the studies focused on how CSR (broadly defined by multiple authors as companies' commitments to voluntary efforts to act ethically toward multiple stakeholders, or lack thereof) helped companies to navigate (or not) the challenges of the pandemic. A case study of seven organizations operating in different industries and countries showed that these firms used similar CSR activities to utilize their resources to achieve societal, and not just economic, goals, to help respond to the crisis (Ahmed et al, 2021 ). Mattera et al ( 2021 ) reported that long‐term CSR strategies and a strong commitment to sustainable development helped companies overcome periods of economic crisis.…”

The impact of human capital factors on organizational sustainability in the Malaysian hotel industry: the mediation role of trust

“…spiritual, emotional and psychological) are crucial predictors of sustainability (Zhang et al , 2021). While the COVID-19 pandemic has challenged these human capacities by precipitating a global economic downturn, thereby affecting the continued existence of numerous organizations, which the human capital serves (Ahmed et al , 2021). Moreover, restrictions on the movement of people and commodities and transportation and logistics came into place concurrently with the growing demand for myriad goods and services (Millard, 2020).…”