S. Md. Shakir Ali, Supriya Goutam, Vishweswar Sastry V N, Narasimha Murthy. H, Pavan V, Guruprasad Desai D R, Santanu Sarma
ABSTRACT
The paper discusses Corporate Social Responsibility (CSR) as a mediating strategy between corporate management and community development in the diverse situations. Indeed, acknowledging the fact that CSR is no longer a pure concept of voluntary charity, but rather a significant part of business logic, the study was conducted with a qualitative and posthumanistic approach through the prism of situated inquiry. Semi-structured interviews with document and artefact analysis, and some field observation was conducted in India, Nigeria, and Saudi Arabia with 27 participants who were corporate managers and NGO and community stakeholders. Findings show that on one hand CSR is integrated as a strategy with organizational objectives, but on the other hand the perceptions differ so much. Interactions historically and the level of participatory planning tended to focus relationships. Digital dashboards were a form of technology that mediated transparency but posed the threat of dehumanizing engagement. There were continuation tensions between performance-based strategies and community-based ethics. The research comes to the conclusion that effective CSR presupposes a combination of strategic intent and trust-building and shared responsibility. It is suggested that collaborative project design, long-term partnership, and proper technological support are to be used as, rather than a substitute to direct community interaction. This issue is to be investigated in the future with respect to how non-human forces and time processes can determine the impressions and results of CSR. On the whole, the study highlights that the transformative aspect of CSR is adaptive, relational, and circumstentially-sensitive practices.
