Business Case for Corporate Social Responsibility in Emerging Economies? An Exploratory Empirical Study of the South African Business Context

Abstract

Purpose

To examine the business case for corporate social responsibility (CSR) in the South African context.

Methodology

A cross-sectional correlation research design involving quantitative and qualitative data.

Findings

The findings lend general support for the utility of business case oriented CSR strategic applications in the South African business context.

Research limitations

The small samples using accountancy students and high CSR performing companies restricted the generalizability of the findings. Also, the links between respondents’ propensity to purchase and actual purchasing behavior remained undetermined.

Contribution

The chapter provides an empirically validated model measuring associations between individual perceptions of actual and expected CSP configurations with predilections to purchase products from a sample of high profile CSR multinational South African companies.

Practical implications

The results suggest the model’s cogency and lend general support to the utility of the business case strategy in the South African business context by showing associations between CSR company profiles and respondents’ intentions to purchase their goods and services.

Social implications

The importance of CSR in providing social benefits in South African communities is reinforced by its strategic importance in offering business benefits to companies that invest in its implementation.

Originality/value of chapter

Development and empirical verification of a novel conceptual model in the South African business context.

Citation

Coldwell, D. and Joosub, T. (2014), "Business Case for Corporate Social Responsibility in Emerging Economies? An Exploratory Empirical Study of the South African Business Context", Corporate Social Responsibility and Sustainability: Emerging Trends in Developing Economies (Critical Studies on Corporate Responsibility, Governance and Sustainability, Vol. 8), Emerald Group Publishing Limited, Leeds, pp. 297-322. https://doi.org/10.1108/S2043-905920140000008015