INFLUENCE OF COMMUNITY OUTREACH AS A CSR STRATEGY FOR ORGANIZATIONAL PERFORMANCE: A REVIEW OF SELECTED PUBLIC UNIVERSITIES IN KENYA
Abstract
Corporate Social Responsibility has been regarded as one of the pillars of economic growth for any business. One of its major goals is to aid an organization's mission as well as serve as a guide to what the company represents for its consumers. Those who vouch for it have argued that it increases long-term profits by operating with a CSR perspective, while critics argue that CSR distracts from businesses' economic role. The public sector is largely a service provider yet it also participates in various CSR activities whose benefits may or may not be measured. This study set out to establish whether one of the CSR strategies, going out to engage with communities on gainful activities for both parties, reaps any kind of benefits for such organizations. The study hypothesized that community outreach programs did not significantly influence performance of Public Universities in Kenya. The results showed that indeed, it contributed to their performance. Therefore, the study noted that increasing community outreach programs would significantly increase the performance of public Universities. It therefore, recommended that the Public sector should aggressively invest in CSR programs and regularly assess the extent to which these can contribute to the attainment of their goals.
Key Words: Corporate Social Responsibility, Community Outreach, Organization Performance
CITATION: Kinyanjui, J. N., Juma, D., Njeru, A., & Onyango, J. (2018). Influence of community outreach as a CSR strategy for organizational performance: a review of selected public universities in Kenya. The Strategic Journal of Business & Change Management, 5(4), 2048 - 2058.
Full Text:
PDFReferences
Brammer, S., Millington, A., & Rayton, B. 2007. The contribution of corporate social responsibility to organiza-tional commitment. International Journal of Human Resource Management, 18: 1701-1719.
Fontaine M. (2013). Corporate Social Responsibility and Sustainability: The New Bottom Line. International Journal of Business and Social Science Vol. 4 No. 4; April 2013
Freeman, R. E. (1984). Strategic Management: A Stakeholder Perspective. Englewood Cliffs, NJ: Prentice Hall
Heal, G. and Dan Garret, P. (2004), Corporate Social Responsibility: An Economic and Financial Framework, Columbia Business School, New York, NY.
Ivancevich, P., Lorenzi, S. Skinner, & Crosby P. (1997). Management Quality & Competitiveness, (2nd ed.). Chicago. Irwin.
Kamau, A. (2001). Managers Attitude and Response Towards Social Responsibility; The case of large scale manufacturing firms in Nairobi, Unpublished MBA Project University of Nairobi.
Kiarie, E. (1997). Social Responsibility: Attitude And Awareness of Executives of Medium Scale Manufacturing Firms in Nairobi, Unpublished MBA Project, University of Nairobi.
Kiarie R.W. & Omwenga J. (2016). Effect of Government Policy in Corporate Social Responsibility Projects on the Performance of Mobile Phone Service Providers in Kenya. International Journal of Management and Commerce Innovations 2348-7585 (Online) Vol. 4, Issue 2, pp: (128-133).
Kivuitu, M.; Yambayamba, K.; and Fox, T. (2005)’How can Corporate Responsibility Deliver in Africa? Insights from Kenya and Zambia’, Perspectives on Corporate Responsibility for Environment and Development, Issue 3, pp.1-5
Kubai, M. G. & Waiganjo, W. E. (2014). Relationship between strategic corporate social responsibility and competitive advantage of commercial Banks in Kenya: A Case Study of Equity Banks‟ Wings to fly Program. European Journal of Business Management, 2 (1), 336-341.
KPMG. 2013. The KPMG survey of corporate responsibility reporting 2013. http://www.kpmg.com/Global/en/
Majid K., Abdul M., Muhammad Y., &Muhammad A. (2013). Corporate Social Responsibility and Corporate Reputation: A Case of Cement Industry in Pakistan. Institute of Interdisciplinary Business Research 843 May 2013 Vol. 5, No. 1
Mbogo, E. (2014).Challenges of implementing corporate social responsibility strategies by commercial banks in Kenya. Unpublished MBA Project University of Nairobi
Muhammad A., Rashid Z., & Phil M. (2014). Impact of Corporate Social Responsibility on Brand Image: A Study on Telecom Brands. Developing Country Studies www.iiste.org 2225-0565 (Online) Vol.4, No.21, 2014
Mulwa, N. N. (2001). Corporate social responsibility: empirical Investigation of U.S. Organizations. Journal of Business Ethics, 85, 303-323.
Muriuki, T. N. (2010). Corporate Social Responsibility link to Strategy Among Mobile Telephone Service Providers in Kenya, (Unpublished MBA Project), University of Nairobi, Kenya
Nyoro,S.N(2015).Corporate social responsibility as a competitive strategy and its effect on performance of mobile telephone service industry: A case of Safaricom Kenya. International Academic Journal of Human Resource and Business Administration
Ominde, J.A.(2006) The link between corporate strategy and CSR : The case for companies listed at the Nairobi Stock Exchange., Unpublished MBA Thesis, University of Nairobi.
Wong L. C, & Jamilah A. (2010) "Incorporating stakeholder approach in corporate social Responsibility. Emerald Group Publishing Limited.
Wood D. J. (2010). Measuring corporate social performance: a review. International Journal of Management Rev. 12 50–84.
Wood D. J.,& Jones R. E. (1995). Stakeholder mismatching: A theoretical problem in empirical research on corporate social performance. International Journal of Organizational Analysis, 3, 229-267.
DOI: http://dx.doi.org/10.61426/sjbcm.v5i4.1007
Refbacks
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution 3.0 License.
PAST ISSUES:
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.