In recent years, corporate social responsibility (CSR) becomes more and more popular not only in  academic world but also in practical world. Many transnational companies adopted CSR practices base on kinds of motivations. There is also a rising trend on CSR program among Chinese SME. Moreover we noticed that, despite the challenges and misunderstandings, some Chinese textile SME successfully created competitive advantage with strategic CSR. However, there are few previous researches try to study on Chinese company in field of strategic CSR, especially on Chinese SME. This research intends to discover how the competitive advantage was created by strategic CSR in Chinese textile SME and try to explain the process by the existing theories. A case study approach was adopted in the study. From the case study and interview results, we aim to explain the behaviours of case firm by existing theories and conclude a Chinese SME specific CSR strategy. In the end, differentiated corporate social strategy, special CSR concept and CSR communication were concluded as the key factors influencing the success in the Chinese textile SME.

The focus of marketing for modern companies who have a high profile and who are constantly in public view has shifted from traditional marketing to one of having and enhancing relationships with stakeholders, including their employees. As stakeholders’ perceptions of a company are important, it has become necessary for such a company to determine which factors influence the stakeholders’ relationship with the company and ultimately influences their perceptions. Companies are being held accountable by their stakeholders for all that is said and done and are expected to include responsibility to society and the environment as a core part of company strategy. Given that corporate branding plays such an important role in the formation of perceptions of employees, companies should present themselves in such a way that stakeholders (including employees) are able to understand the company values, involvement and direction. As such employees’ perceptions regarding the company’s CSR and corporate brand can largely influence their relationship with the company. The Solidarity Movement is a company with a rich history within the mine workers union and trade union sectors, operating in extremely diverse environments, with stakeholders having various expectations of the company. The company was recently restructured with various companies merging under the Solidarity Movement corporate brand. Solidarity Helping Hand forms part of the Solidarity Movement and fulfils the company’s CSR in the community. Diverse studies on CSR and corporate branding have been done. To date, no examples of research of the possible influence of CSR on corporate branding within the trade union sector could be traced. Against this background, the following research question is asked: What is the relationship between employees’ perceptions of the Solidarity Movement’s CSR project, Helping Hand, and their perceptions of the Solidarity Movement’s corporate brand? A quantitative questionnaire was applied as data collection method. The results confirmed that employees perceived the Solidarity Movement’s corporate brand and CSR in a positive light and felt that they could identify with the company’s CSR and that they contributed to the corporate brand of the company. With regard to the correlation between CSR and corporate branding, this study indicated a relationship between employee’s perceptions of the company’s CSR projects and their perceptions of the corporate brand. The fact that employees could identify with the company’s CSR and its focus, viewed Solidarity Helping Hand as aligned with the business strategy of the Solidarity Movement and felt that this resulted in them wanting to have a long-term relationship with the company impacted most on perceptions of the corporate brand. / MA (Communication Studies), North-West University, Potchefstroom Campus, 2014

The focus of marketing for modern companies who have a high profile and who are constantly in public view has shifted from traditional marketing to one of having and enhancing relationships with stakeholders, including their employees. As stakeholders’ perceptions of a company are important, it has become necessary for such a company to determine which factors influence the stakeholders’ relationship with the company and ultimately influences their perceptions. Companies are being held accountable by their stakeholders for all that is said and done and are expected to include responsibility to society and the environment as a core part of company strategy. Given that corporate branding plays such an important role in the formation of perceptions of employees, companies should present themselves in such a way that stakeholders (including employees) are able to understand the company values, involvement and direction. As such employees’ perceptions regarding the company’s CSR and corporate brand can largely influence their relationship with the company. The Solidarity Movement is a company with a rich history within the mine workers union and trade union sectors, operating in extremely diverse environments, with stakeholders having various expectations of the company. The company was recently restructured with various companies merging under the Solidarity Movement corporate brand. Solidarity Helping Hand forms part of the Solidarity Movement and fulfils the company’s CSR in the community. Diverse studies on CSR and corporate branding have been done. To date, no examples of research of the possible influence of CSR on corporate branding within the trade union sector could be traced. Against this background, the following research question is asked: What is the relationship between employees’ perceptions of the Solidarity Movement’s CSR project, Helping Hand, and their perceptions of the Solidarity Movement’s corporate brand? A quantitative questionnaire was applied as data collection method. The results confirmed that employees perceived the Solidarity Movement’s corporate brand and CSR in a positive light and felt that they could identify with the company’s CSR and that they contributed to the corporate brand of the company. With regard to the correlation between CSR and corporate branding, this study indicated a relationship between employee’s perceptions of the company’s CSR projects and their perceptions of the corporate brand. The fact that employees could identify with the company’s CSR and its focus, viewed Solidarity Helping Hand as aligned with the business strategy of the Solidarity Movement and felt that this resulted in them wanting to have a long-term relationship with the company impacted most on perceptions of the corporate brand. / MA (Communication Studies), North-West University, Potchefstroom Campus, 2014

Awareness and understanding of the concept of CSR and how to apply it to the individual organization is a question that many entrepreneurs and organizations ask. The concept of CSR has the opportunity to bring the entrepreneurial and innovative energy of private enterprises to solve the critical problems in developing countries.There has been an intense focus on Corporate Social Responsibility, its implications and the role of the private sector over the past decades. CSR is gaining recognition within the business sector and is starting to become a part of companies’ strategies. The problem has been that companies do not know how to approach this emerging concept and integrate it into their organization. This paper adapts the previous theories and by transferring and building knowledge from the companies examined in our research we develop strategic CSR guidelines for small and medium sized companies (SME´s) in a developing country context. The purpose of this thesis is to conduct research on CSR-strategies in core business activities. We have contributed with practical examples on strategic CSR and constructed guidelines to a successful CSR integration process for entrepreneurs and SME`s that aspire to run profitable sustainable businesses in developing countries. Finally we have also provided clarity to the theory of strategic CSR and its implications in a developing country context.The research has built its foundation on a qualitative approach that highlights examples of successful strategic CSR integration in companies that are active in the developing country context of Nepal. In dept interviews with founders and employees have been conducted on five companies from different sectors as well as a CSR expert. A total of eleven in dept interviews have been carried out. The empirical material has been analyzed with a connection to the theoretical framework in our study. In the conclusions and final remarks we have constructed a set of six guidelines to inspire and enable more entrepreneurs and SME´s who wants to engage in the CSR aspects and integrate it into their businesses. The main factor that we have found important for the integration process is the values of the founding entrepreneur and it´s transmit to the organization culture and business core activities. / Program: Civilekonomprogrammet

This paper analyzes how Small and Medium-Sized Enterprises, SMEs in the hotel industry implement strategic Corporate Social Responsibility, CSR through the lenses of leadership, decision-making, and communication. Additionally, this research explores how the implementation differs between small and large hotel companies. To answer these questions, researchers used a qualitative approach by conducting 15 semi-structured interviews with eight SMEs and seven large hotel companies. The Interpretative Phenomenological Analysis, IPA method was applied to analyze the gathered data. Research results demonstrate that hotel leaders in SMEs create a sustainability vision and lead the transition within their hotels. Leaders are mainly in charge of strategic decisions which are cascaded to all departments for operationalization. Moreover, dynamics between formal procedures shaping operational processes and informal organizational culture were identified. While formal elements shape goals and performance-tracking within organizations, informal elements ensure employees are aligned and committed to the sustainability vision. Formal documents and work procedures serve as guidelines for employees, but the informal aspect of leadership related to inspiring, engaging, and motivating employees is of even greater importance. Leaders motivate and engage employees by granting a high degree of autonomy in their work, allowing for mistakes to happen, valuing their efforts and contributions, and overall, fostering an open, trusting, and supportive organizational culture in their hotels. In conclusion, to successfully implement strategic CSR, a sustainable way of thinking must be developed that will ensure that all decisions and daily activities are in line with the sustainability vision.

Societies are plagued by growing healthcare expenditures and budgetary constraints. The strategy for solving the issue has been heavily debated, with proposed solutions such as Valuebased healthcare (VBHC), Public-Private Partnerships (PPP) and improved medical treatments. A novel concept that aims to improve medical treatment is strategic biobanking. Strategic biobanking is the act of saving biological samples and clinical data for future research. Access to strategic samples can speed up future clinical trials and studies, provide researchers with more useful research material, enable more thorough analyses of biomarkers, facilitate faster drug development, and increase the power of both retrospective analyses and precision medicine. This thesis studies the shared value effects of a strategic biobanking PPP by drawing on the theoretical fields of VBHC, PPP and Creating Shared Value (CSV). Specifically, the effects of hospital organisational structure, regulatory framework and public interest on strategic biobanking PPPs was studied. The research was carried out through a single holistic case study of Karolinska University Hospital in Stockholm, Sweden and multiple pharmaceutical companies, and data was collected through semi-structured interviews. Data analysis was carried out in accordance with the grounded theory framework. The researchers find that regulatory structure can limit the options when crafting the business model and the industry value proposition for a strategic biobanking PPP. Some strategies on how to deal with these restraints are outlined. Furthermore, the research highlights the importance of longitudinal data-sets and how a hospital organised according to the VBHC principles is more suitable for implementation of longitudinal sampling routines. Finally, the research shows that that the concept of CSV can act as guidance for private partner decision making to increase public interest. By adopting principles of transparency regarding financial incentives and motivations, an industry partner can garner increased trust with the general public as well as their public partner. The shared value effects are pronounced, and the study finds that a strategic biobanking PPP moves the boundary for what is scientifically possible for all stakeholders in the healthcare domain. / Samhällen plågas av skenande sjukvårdskostnader och budgetåtstramningar. Vilken strategi som kan lösa problemet har debatterats flitigt. Lösningar så som Value-based Healthcare (VBHC), Public-Private Partnerships (PPPs) och mer avancerad vård har alla föreslagits som alternativ. Ett nytt koncept som ämnar att förbättra sjukvården är strategisk biobankning. Strategisk biobankning innebär att spara biologiska prover och klinisk data inför framtiden. Detta kan snabba på framtida kliniska prövningar och studier, förse forskare med mer användbart forskningsmaterial, möjliggöra mer grundliga analyser av biomarkörer, snabbare utveckling av mediciner, samt öka potensen hos både retrospektiva studier och precision medicine. Denna uppsats studerar gemensamma värdeeffekter hos ett PPP inom strategisk biobanking genom att använda sig av de teoretiska fälten VBHC, PPP och Creating Shared Value (CSV). Mer specifikt studeras hur PPP inom strategisk biobankning påverkas av sjukhusets organisationsstruktur, rådande regelverk och allmänintresse. Forskningen utfördes genom en enkel, holistisk, fallstudie av Karolinska Universitetssjukhuset i Stockholm, Sverige. Data samlades genom semi-strukturerade intervjuer och analyserades senare enligt ramverket för Grounded Theory. Forskarna finner även att rådande regelverk begränsar möjligheten för utveckling av affärsmodell och värdeerbjudande gentemot privata partners. Några strategier för att hantera dessa begränsningar tas upp i uppsatsen. Vidare belyses vikten av longitudinella dataset, och att ett sjukhus vars organisation är strukturerad enligt VBHC-principer är mer lämpligt för implementation av longitudinell provsamling. Slutligen finner forskarna att privata CSV-conceptet utgör bra vägledning för privata partners för att skapa allmänintresse. Genom att anamma principer som premierar transparans gentemot sina ekonomiska och strategiska incitament så kan förtroende byggas gentemot allmänheten. De gemensamma värdeeffekterna är tydliga, och forskarna finner att tillgång till en strategisk biobank flyttar gränsen för vad som är vetenskapligt möjligt för alla aktörer i det sjukvårdsrelaterade ekosystemet.

1. Inledning: Hållbarhet blir alltmer aktuellt i dagens samhälle, och företag spelar en stor roll för den globala hållbarheten. Sättet som företag kan uppnå hållbarhet är genom att jobba med Corporate Social Responsibility (CSR). Genom att införa ett CSR-perspektiv i företagets strategiska planer uppstår strategisk CSR, och för att ha en fungerande implementering och arbete med strategisk CSR kom vi fram till att tre nyckelfaktorerna vad, vem och hur behöver beaktas.  Forskningsfrågor:  -       Vad behöver göras för att implementera och arbeta med strategisk CSR? -       Vem ansvarar för implementeringen och arbetet med strategisk CSR?  -       Hur behöver implementeringen och arbetet med strategisk CSR göras?  Syftet är att förklara de tre nyckelfaktorerna vad, vem och hur, för att ett företag ska kunna implementera och arbeta med strategisk CSR, och även utveckla en modell för implementeringen och arbetet med strategisk CSR.    2. Teoretisk referensram: Den teoretiska referensramen inleds med en övergripande modell som sammanställer en helhetsbild över strategisk CSR i relation tre nyckelfaktorer vad, vem och hur för implementering och arbete med strategisk CSR. Vidare resulterade insamlingen av teorin till att vad- och hur-avsnittet utgörs av samma fyra huvuddelar, vilka är, Strategisk planering, etik och policy, intressentrelationer samt rapportering, och att vem-avsnittet utgörs av i två huvuddelar, roller och ansvar. I slutet av kapitlet presenteras en kodning av teorin.    3. Metod: Denna studie är en kvalitativ studie som använder sig av en abduktiv forskningsansats, och för att besvara studiens syfte används små-N-studie som forskningsstrategi.    4. Resultat: I resultatet presenteras information om vad Amazon, Tesla, Nike, PwC och Spotify gör i sitt arbete med CSR, som är hämtad från företagsrapporter och andra källor som beskriver företagens CSR-arbete. Resultatet är indelat i fem avsnittet och varje avsnitt innehåller data om ett företag samt en inomfallsanalys som inledas med en modell, där kodningen av empirin har analyserats med kodning av teorin.   5. Diskussion: I diskussionen presenteras en mellanfallsanalys som är en sammankoppling av inomfallsanalyserna, där likheter och skillnader mellan företagen och teorin diskuteras. Nya delar identifierades som inte kunde tolkas med hjälp av teorin. Vidare presenteras ytterligare litteraturgenomgång för att kunna tolka de nya delarna som uppkom vid datainsamlingen. Kapitlet avslutas med en avslutande modell för strategisk CSR.   6. Slutsats: Studien resulterade i en tydlig förklaring av de tre nyckelfaktorerna och en modell för implementering och arbetet med strategisk CSR. Modellen beskriver följande fem huvudområden: strategisk planering, etik och policy, intressentrelationer, rapportering och samarbetet med andra organisationer inom nyckelfaktorerna vad och hur. Nyckelfaktorn vem beskrivs genom att beskriva vilka i organisationen som har ansvaret för strategisk CSR. / 1. Introduction: Sustainability is becoming increasingly relevant in today’s society, and companies play a major role in global sustainability. The way companies can achieve sustainability is through Corporate Social Responsibility (CSR). By introducing a CSR perspective in the company's strategic plans, strategic CSR arises, and in order to have a functioning implementation and work with strategic CSR, we came to the conclusion that the three key factors what, who and how, need to be taken into account. Research questions: -       What needs to be done to implement and work with strategic CSR? -       Who is responsible for the implementation and work with strategic CSR? -       How should the implementation and work with strategic CSR be done? The purpose of this study is to explain the three key factors, what, who and how, for a company to be able to successfully implement and work with strategic CSR, and develop a model for the implementation and work with strategic CSR.   2. Theoretical framework: The theoretical framework begins with an overall model that compiles an overall picture of Strategic CSR in relation to the three key factors: what, who and how, for a successful implementation and work with strategic CSR. Furthermore, the theoretical framework resulted in what and how sections consist of the same four main parts: Strategic planning, ethics and policy, stakeholder relations and reporting, and the who section consist of two main parts: roles and responsibilities. At the end of the chapter, a coding of the theoretical framework is presented.   3. Method: This study is a qualitative study that uses an abductive research approach, and to answer the purpose of the study, small-N study is used as a research strategy.   4. Results: The result presents information about what Amazon, Tesla, Nike, PwC and Spotify do in their work with CSR, which is taken from company reports and other sources that describe the companies' CSR work. The result is divided into five sections and each section contains data about a company as well as a within-case analysis that begins with a model, where the coding of the empirical work has been analyzed with the coding of the theoretical framework.   5. Discussion: In the discussion, a cross-case analysis is presented, which is a connection of the within-case analyses, where similarities and differences between the companies and the theoretical framework. are discussed. New parts were identified that could not be interpreted using the theoretical framework. Furthermore, an additional literature review is presented in order to be able to interpret the new parts that emerged during the data collection. The chapter ends with a concluding model for strategic CSR.   6. Conclusion: The study resulted in a clear explanation of the three key factors and a model for implementation and work with strategic CSR. The model describes the following five main areas: strategic planning, ethics and policy, stakeholder relations, reporting and the collaboration with other organizations within the key factors: what and how. The key factor who is described by describing who in the organization is responsible for strategic CSR.

Organizations operate in a dynamic environment in which they are faced with an ongoing dilemma of maximizing profit and meeting the demand from society to take social responsibility. Corporate social responsibility (CSR) has gained an increase in interest with its intended aim of corporations taking responsibility for how the business affects the society within an economic, environmental and social perspective. However, its intended aim is being hindered by the idea of a trade-off between profit and social responsibility in CSR theory and practice. We suggest that social entrepreneurship can have an impact on CSR in moving beyond these trade-offs and can furthermore bridge the gap between business’ and society’s demands. Thereby, our thesis has the aim to investigate how CSR research can move beyond the presumed trade-offs through the impact of social entrepreneurship theory. For this purpose, we have chosen a conceptual research approach in order to build a conceptual model that can serve as a theoretical contribution and an inspiration for further practical use. The model suggests that components of social entrepreneurship can be linked to strategic CSR dimensions and, therefore, impact the outcome by creating both economic and social value.

<p>Today, companies permanently need to implement solutions aimed at generating competitive advantage that allow them to survive and be successful in ever changing and demanding markets. Therefore, to focus on customers is a common denominator for organizations, aiming to meet their needs and satisfy their expectations.</p><p>In this context, society has become one of the players as one of the actors that highly influence corporate behavior. Communities have expressed more mistrust of corporations' because of various scandals. This has put business ethics in the spot light influencing companies to be good corporate citizens, respecting the law but also to create good social values and principles. Today, the level of demand goes beyond the direct impact of the organizations business to also incorporate how corporations can contribute to societal and environmental causes. For corporations, these activities are manifested through the concept of Corporate Social Responsibility (CSR). However, from a corporate perspective, it is difficult to measure if these changes can have a positive impact on a firm. Instead, these contributory practices are mainly measurable from a philanthropic perspective.</p><p>Therefore, it occurs to be a divergence between the concepts of competitiveness and business ethics which consequently raised our research question: <em>How do large corporations, involved in philanthropic CSR projects, value the outcome of these projects?</em></p><p>Our purpose with this thesis is to identify how corporations can increase their competitive advantage by supporting philanthropic projects. In order to achieve this, we have conducted a qualitative study where the collection of the empirical data was done through semi-structured interviews with three big corporations. These firms are all services providing companies who support social/philanthropic projects. This support is assisted by a non-profit organization that deals with social projects around the world while at the same time creates social commitment among corporations.</p><p>In the theoretical framework, we have presented the concepts of competitive advantage, business ethics, branding, stakeholders and CSR as main theoretic pillars. The thesis also includes theories that relate these theories to each other, such as “Corporations and Society” and “CSR and Competitiveness”.</p><p>In previous frameworks we found that there is a gap related to how theories describe the link between ethics and competitiveness in contemporary organizations.</p><p>Finally in the analysis section we linked the empirical findings to presented theories and ultimately created a framework showing the correlation between competitiveness and business ethics and CSR. The main conclusions are that business ethics and competitiveness can be linked and bridged by the concept of CSR. Unlike previous theories we concluded that these two concepts are compatible which means that it is possible to get competitive advantage by pursuing social objectives.</p>

Today, companies permanently need to implement solutions aimed at generating competitive advantage that allow them to survive and be successful in ever changing and demanding markets. Therefore, to focus on customers is a common denominator for organizations, aiming to meet their needs and satisfy their expectations. In this context, society has become one of the players as one of the actors that highly influence corporate behavior. Communities have expressed more mistrust of corporations' because of various scandals. This has put business ethics in the spot light influencing companies to be good corporate citizens, respecting the law but also to create good social values and principles. Today, the level of demand goes beyond the direct impact of the organizations business to also incorporate how corporations can contribute to societal and environmental causes. For corporations, these activities are manifested through the concept of Corporate Social Responsibility (CSR). However, from a corporate perspective, it is difficult to measure if these changes can have a positive impact on a firm. Instead, these contributory practices are mainly measurable from a philanthropic perspective. Therefore, it occurs to be a divergence between the concepts of competitiveness and business ethics which consequently raised our research question: How do large corporations, involved in philanthropic CSR projects, value the outcome of these projects? Our purpose with this thesis is to identify how corporations can increase their competitive advantage by supporting philanthropic projects. In order to achieve this, we have conducted a qualitative study where the collection of the empirical data was done through semi-structured interviews with three big corporations. These firms are all services providing companies who support social/philanthropic projects. This support is assisted by a non-profit organization that deals with social projects around the world while at the same time creates social commitment among corporations. In the theoretical framework, we have presented the concepts of competitive advantage, business ethics, branding, stakeholders and CSR as main theoretic pillars. The thesis also includes theories that relate these theories to each other, such as “Corporations and Society” and “CSR and Competitiveness”. In previous frameworks we found that there is a gap related to how theories describe the link between ethics and competitiveness in contemporary organizations. Finally in the analysis section we linked the empirical findings to presented theories and ultimately created a framework showing the correlation between competitiveness and business ethics and CSR. The main conclusions are that business ethics and competitiveness can be linked and bridged by the concept of CSR. Unlike previous theories we concluded that these two concepts are compatible which means that it is possible to get competitive advantage by pursuing social objectives.