Corporate social responsibility in the context of the enterprise marketing activities

Abstract

Corporate social responsibility (CSR) is an area of the business, which increasingly is entered as an essential element of modern business strategy. CSR is a philosophy in which business organizations involved in social and environmental activities striving to meet the needs of their employees, local communities, suppliers, customers and other stakeholders who have an impact on the success of the enterprise market. Companies recognize the need to supplement the social objectives of business objectives, which turns out to be a good incentive to build long-lasting and mutually beneficial relationship. Important role in connecting the social partners played a concept of business social responsibility. In this sense, CSR programs can be the basis for a broader approach to marketing companies. CSR can be helpful in changing the perception of the company as an institution aimed mainly for profit and unfair to their clients. Determinants to implement socially responsible activities in the enterprise can be both a desire to improve the image, strengthening confidence in the company or brand, and a sense of morality and good will of the management company. The article attempts to present CSR initiatives in the context of building a business relationship with non-governmental organizations (NGOs). The purpose of this article is to present CSR initiatives as part of deliberate strategy of the company, which is one of the key sources of competitive advantage in the market. The characteristics of the issue was based on the achievements of literature and journals, and selected results of the cooperation between enterprises and non-governmental organizations in the field of social initiatives.

Related Party Transactions and Corporate Social Responsibility: Evidence from Korea

“…El Ghoul et al [28] find that CSR plays an important role as a non-market mechanism when countries have weaker market institutions, which results in improved competitive advantage. Corporate efforts to build a good image and balance economic and socio-environmental elements through CSR extend to cooperation with non-governmental organizations (NGOs) [6,7]. CSR initiatives of small and medium-sized enterprises contribute to firm performance, particularly when management accountants participate in CSR management [8].…”

“…With the Paris Climate Agreement and the adoption of UN Sustainable Development Goals (UN-SDGs) in 2015, the importance of CSR has been more emphasized, and its definition has evolved from profit generation to shared value creation responding to social expectations [5]. CSR activities make companies more competitive by improving their image and helping them increase their profits [6,7]. CSR initiatives play a role in organizational performance even in small and medium-sized enterprises [8].…”

CONDITIONS OF COOPERATION BETWEEN COMPANIES AND NGOs IN THE FIELD OF CORPORATE SOCIAL RESPONSIBILITY ACTIVITIES: THE POLISH CASES

“…Today's economic conditions mean that managers increasingly see themselves as operating between those who insist on getting more involved at the level of social responsibility, and investors are waiting to maximize profit in the short term. It is, therefore, worth considering the possibility of making the strategic dimension of CSR in the context of creating an image, acceptance and commitment to customers, building a reputation among investors and, consequently, build competitive advantage, while fully respecting all philanthropic and socially expected rules of conduct (Drewniak, 2013). Therefore, competitiveness of companies could be achieved by socially acceptable activities, rather than in unsocial and unethical manner (Vitell & Hidalgo, 2006;Bavec, 2012).…”

Diversity Management Instruments in Polish Organisations

“…Diversity management is being perceived as an answer to many challenges organisations are facing in the globalising economy like inter alia cultural differences as a result of internationalisation (Karaszewski, 2004), the pursuit of new way of achieving competitive advantage witought using advanced technology (Bębenek, 2016) or simply population ageing (Maj, 2015). Some organisations percive diversity management simillary as for example corporate social responsibility, as a marketing strategy (Drewniak, 2013) or simply implemenet it as a result of following trends, a fashion or being politically correct (Skrzypczyńska, 2014).…”