The Role of National Culture in Corporate Social Responsibility: Case Study: Iran

By Bahram Ranjbarian and Hadi Teimouri.

Published by The Organization Collection

Format Price
Article: Print $US10.00
Article: Electronic $US5.00

Business leaders have consensus that managing in times of turbulence and accelerating change challenges their traditional views of competitiveness and success factors needed for survival and profitability. Today’s managers must deal with globalization of markets, increasing intensity of competition, rapid technological changes, a shift from an industrial economy to a knowledge, human capital, demographic changes, environmental challenges, changing value systems and consumer preferences.
In addition the changes in society are forcing companies to consider standpoint of various interest groups in decision making. Building relationships with customers, suppliers, employees, communities and other stakeholders can become central to competitiveness and form the foundation for a new, progressive and people centered corporate strategy which attacks the sources – not the symptoms – of challenges facing business today. This brings us to the increased importance of corporate social responsibility.
Corporate social responsibility (CSR) is a strategic decision whereby an organization undertakes an obligation to society in the form of sponsorship, commitment to local communities, attention to environmental issues and responsible advertising.
The major aim of this paper is to study the role of national culture in corporate social responsibility. The research methodology is descriptive and for collecting theoretical aspects of the research scientific books and journals are used. The results of this paper indicate that national culture among other factors plays a more substantial role in corporate social responsibility in particular in Islamic countries.

Keywords: Corporate Social Responsibility (CSR), Cultural Values, Islamic Culture

International Journal of Knowledge, Culture and Change Management, Volume 8, Issue 10, pp.19-28. Article: Print (Spiral Bound). Article: Electronic (PDF File; 648.205KB).

Dr. Bahram Ranjbarian

Faculty Member, Management Department, Economics and Business Administration Faculty, University of Isfahan, Isfahan, Isfahan, Iran (Islamic Republic of)

Hadi Teimouri

Ph.D Student, Management Department, Economics and Business Administration Faculty, University of Isfahan, Isfahan, Isfahan, Iran (Islamic Republic of)


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