Corporate Social Responsibility in India - Said Business School
Corporate Social Responsibility in India - Said Business School
Corporate Social Responsibility in India - Said Business School
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INTRODUCTION<br />
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“<strong>Corporate</strong> social responsibility must not be<br />
def<strong>in</strong>ed by tax plann<strong>in</strong>g strategies alone.<br />
Rather, it should be def<strong>in</strong>ed with<strong>in</strong> the<br />
framework of a corporate philosophy which<br />
factors the needs of the community and the<br />
regions <strong>in</strong> which a corporate entity<br />
functions. This is part of our cultural<br />
heritage. Mahatma Gandhi called it<br />
trusteeship….I <strong>in</strong>vite corporate <strong>India</strong> to be a<br />
partner <strong>in</strong> mak<strong>in</strong>g ours a more humane and<br />
just society… We need a new Partnership for<br />
Inclusive Growth based on what I describe<br />
as a Ten Po<strong>in</strong>t <strong>Social</strong> Charter...first, we need<br />
to have healthy respect for your workers<br />
and <strong>in</strong>vest <strong>in</strong> their welfare…” .<br />
<strong>India</strong>n Prime M<strong>in</strong>ister,<br />
Manmohan S<strong>in</strong>gh <strong>in</strong> 2007<br />
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The speech above touches upon three<br />
important issues <strong>in</strong> contemporary<br />
discussions about CSR: 1) the role of<br />
government <strong>in</strong> relation to CSR 2) the drivers<br />
of CSR and 3) the end results of CSR. Mr.<br />
S<strong>in</strong>gh implicitly suggests that <strong>India</strong>n CSR<br />
must be a voluntary activity that gives<br />
companies free hands with respect to the<br />
government. A strong cultural heritage is a<br />
key driver of <strong>India</strong>n companies to become<br />
engaged <strong>in</strong> CSR. The outcome they strive<br />
2<br />
for is a better society which is more<br />
humane and just; <strong>in</strong> achiev<strong>in</strong>g this, their<br />
approach doesn’t just focus on community<br />
development projects or philanthropy, but<br />
also <strong>in</strong>cludes extensive programs for<br />
employees.<br />
Build<strong>in</strong>g upon the po<strong>in</strong>ts made <strong>in</strong> the<br />
speech, the purpose of this study is to<br />
characterize the CSR activities of <strong>India</strong>n<br />
bus<strong>in</strong>esses and highlight the unique<br />
features of <strong>India</strong>n CSR. In do<strong>in</strong>g so, we<br />
identify good CSR practices <strong>in</strong> <strong>India</strong>, from<br />
which <strong>India</strong>n firms can benefit <strong>in</strong><br />
competitive global markets and from which<br />
Western firms might learn. This case study<br />
is based primarily on 50 semi-structured<br />
<strong>in</strong>terviews with policymakers, bus<strong>in</strong>ess<br />
people, practitioners and researchers, which<br />
were conducted <strong>in</strong> <strong>India</strong> dur<strong>in</strong>g the summer<br />
of 2008.<br />
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PART I: OVERVIEW<br />
CSR has a long tradition<br />
As Mr. S<strong>in</strong>gh po<strong>in</strong>ted out, one of the key<br />
drivers of <strong>India</strong>n corporate social<br />
responsibility is found <strong>in</strong> the country’s