| dc.description.abstract | Corporate social responsibility is a concept whereby organizations consider the interests of society by taking responsibility for the impact of their activities on customers, suppliers, employees, shareholders, communities and other stakeholders, as well as the environment. This obligation is seen to extend beyond the statutory obligation to comply with legislation and sees organizations voluntarily taking further steps to improve the quality of life for employees and their families as well as for the local community and society at large. The practice of corporate social responsibility is subject to much debate and criticism. Proponents argue that there is a strong business case for corporate social responsibility, in that corporations benefit in multiple ways by operating with a perspective broader and longer than their own immediate, short term profits. Critics argue that corporate social responsibility distracts from the fundamental economic role of businesses and that it is nothing more than superficial window dressing and public relations.
Corporate leaders are seeing the need to integrate social responsibility initiatives into core business operations and strategy. Hence, this motivated the study into the corporate social responsibility link to strategy among mobile telephone service providers in Kenya. The objective of this study was to identify the corporate social responsibility practices of the mobile telephone service providers in Kenya and establish whether these corporate social responsibility practices are linked to the corporate strategy of the respective companies. A response rate of 60% was achieved and data collected was analyzed by way of content analysis. Tables, graphs and charts were used for presentation and comparison of data collected.
The study found that the companies studied were involved in corporate social responsibility practices as well as formal and structured strategic planning. The strategic plans were implemented and very elaborate efforts were made to monitor the implementation, with periodic reports and feedback. They had corporate planning departments and strategic plans in which corporate social responsibility policies were spelled out and allocations of resources made. The corporate social responsibility practices were outlined in company mission, vision, specifically articulated in their values. The respective corporate strategies had formal corporate social responsibility policies which provided a clear guideline for the areas to invest, sponsorships, benchmarking and implementation.
Both companies allocated time and resources to ensure that the respective mission, vision and values were integral in day to day operations and are internalized by all staff. Corporate social responsibility initiatives were handled by special units set up to implement and monitor social responsibility sponsorships. In Safaricom, corporate social responsibility activities are carried out by the Safaricom Foundation, while at Zain Kenya, there is the Community Investment department. Safaricom Foundation concentrates its corporate social responsibility activities in the areas outlined in its Mission Statement and the Social Investment Policy while Zain Kenya considers social responsibility sponsorships with organizations whose products, policies and values align with the strategic objectives and values of Zain. The sponsorships take place in Zain’s markets and should guarantee exclusivity for the Zain brand in the telecommunications sector.
It emerged from the findings of the study that there is a link between corporate social responsibility and strategy among the mobile telephone service providers in Kenya. Corporate social responsibility was viewed to offer the companies improved relationships with key constituents, more loyal customers and an overall improvement of the business’ standing in society. It was also seen as a key determinant in shaping the relationship and future of the companies’ with their stakeholders and an opportunity to meet societal needs that individual philanthropy may not be able to address. | en |
