The analysis suggests that the global economy is shifting towards sustainability and ethics, and “Corporate Social Responsibility (CSR)” has become crucial to worldwide corporate operations. These are the main firms that have realised the need to incorporate CSR concepts into their environmental, social, and governance plans. Here it has explored the complex dynamics of CSR in international business, including its “ramifications, problems, and possibilities”. The analysis suggests that CSR means that companies have a duty to shareholders and society as main firms grow internationally, they face different legislative frameworks, cultural norms, and stakeholder expectations, requiring a complex CSR strategy. It has helped to understand how organisations handle these complications is crucial for sustainable development and global social good. It has mainly helped to explore and examine how transnational businesses conceptualise, develop, and implement CSR efforts across geographical and cultural settings in our study. These are the main aims to add to the global discussion on CSR's role in responsible and sustainable business practices by highlighting excellent practices and critical obstacles.
1.2 Background of the Study
Corporate Social Responsibility (CSR) is crucial in increasing organisational competitiveness by incorporating ethically as well as socially responsible behaviours into organisational strategies (Newman et al., 2020). For starters, CSR helps to promote a favourable company image by instilling faith in clients, investors, and additional partners. As consumers of today prioritise ecological and ethical factors in what they buy, a firm considered socially conscious is more inclined to draw in and retain customers (Emmert, 2021). Furthermore, CSR projects may boost staff happiness and efficiency. Companies that practise social responsibility tend to find and keep talented workers since consumers frequently prefer philanthropic environments. Tackling ESG (environmental, social, and governance) concerns strategically additionally assures compliance with laws yet protects businesses from future publicity catastrophes (Rio, 2023). Establishing a trustworthy and accountable brand is critical for long-term competitiveness in a time when data travels quickly through the internet.
Figure 1.1: CSR Pillar in Global Business
This is the topic of concern here and CSR and its relation to organisational competitiveness will be evaluated in the sections that will follow the report. The report here has initially provided a background of the theme d CSR and its role in organisational competitiveness. As per the views of Wettstein et al. (2019), the preview attached in the above part explains the role of CSR and its link to competitiveness among organisations. Following this, the report here will follow a thorough investigative approach to understand the pre-published literature on the theme mentioned above. The literature review will engage in discussing the pre-published data and scholarly information that has either spoken about CSR’s link to competitiveness in general or also pertains to a variety of organisations (Ghauri et al. 2021). Then, the report will discuss the methodological section in which the methods that have been followed to design and construct the report will be scrutinised. As per the suggestion of Bahoo et al.(2020), pursue the data analytical methods by which the data analysis and investigation methods are evaluated. Following this, the report here will outline the findings of the research that has been presented and accessed in all the previous sections. Following this, the report will then ultimately summarise the findings and results in the concluding section which in turn will be followed by a series of relevant recommendations that are consistent with the findings.
1.3 Rationale of the Study
Figure 1.2: Global Context on CSR Obstacles
Figure 1.2 has an analysis of the global context of the CSR obstacles and is further based on its main challenges highlighted. One of the main issues faced in terms of difficulties faced in environmental measurement is 29% and 19% of issues are due to cost management (Statista, 2024a). The other issues faced in terms of stakeholders’ demands and needs of the investors are 19% and 17% of issues are faced due to lack of political support and their necessary changes (Statista, 2024a). The last issues suggest that due to insufflate in SCM of the low emission, the global market faced issues by 17% (Statista, 2024a). These are the main difficulties that are faced among global businesses in their growth programs and maintaining CSR in their business.
The application or uses of “Corporate Social Responsibility (CSR)” challenges include “environmental monitoring, cost management, stakeholder expectations, political support, and supply chain management”. The issues or struggles in businesses to monitor and decrease their environmental impact while balancing sustainable techniques' costs. According to Khojastehpour and Shams (2020), political resistance and legislative changes in supply chain sustainability, notably emissions, make meeting stakeholder and investor requirements challenging. As per the views of Anastasiadou et al. (2019), the challenges show how globalized corporations must reconcile CSR and profits. Here it has outlined the complicated CSR challenges that need “sustainability, stakeholder engagement, and regulatory policy strategies”
1.4 Research Aim & Objectives
Aims
This study aims to investigate the significance of Corporate Social Responsibility (CSR) in international organisations, emphasizing its influence on credibility, confidence among stakeholders, and longevity. It also examines the problems associated with executing CSR, its relationship to enhanced productivity, and the client leadership strategies used by the John Lewis Partnership.
Objectives
To identify the importance of corporate social responsibility among global firms and evaluate theories related to CSR.
To determine the primary hurdles in adopting corporate social responsibility (CSR) procedures and to emphasise the link between CSR activities and organisational competitiveness.
To examine one of the CSR reports supplied to determine the primary techniques used by John Lewis Partnership to handle its primary customers, resulting in organisational competitiveness.
1.5 Research Questions
Q1. What is the importance of corporate social responsibility among global firms and evaluate theories related to CSR?
Q2. What are the primary hurdles in adopting corporate social responsibility (CSR) procedures and emphasise the link between CSR activities and organisational competitiveness?
Q3. What are the CSR reports supplied to determine the primary techniques used by John Lewis Partnership to handle its primary customers, resulting in organisational competitiveness?
1.6 Significance of the Study
Here it illuminates key features of current company operations by examining CSR's relevance, adoption barriers, and link with organisational competitiveness. According to Lythreatis et al. (2021), the application of “John Lewis Partnership's CSR” practices also reveals customer-centric competitiveness tactics addresses these research topics, and adds to the academic knowledge of CSR while offering practical insights for firms seeking to improve their social impact and competitiveness in a globalised economy. These are the key firms that are used in this entire research and are useful for strategic decision-making and sustainable business practices globally as organisations increasingly recognise the importance of CSR.
1.7 Structure of the Report
Figure 1.3: Structure of the Report
The above figure 1.3 outlines the structure of the report that is going to be covered in this entire research.
Introduction
This section of the study is going to provide an introduction about the study and further based on it a background and rationale are outlined. Further based on it questions, aims, objectives, and significance are enhanced.
Literature Review
Here is a literature review and critical analysis of the concept covered in this portion of the research. It is also going to analyse ideal theoretical observation along with gaps in this entire literature.
Research Methodology
This section is going to evaluate the ideal methods that are taken by the users in specific observations of this entire study. This includes the “approach, design, and strategy” of this entire research which helps in collecting ideas for the study. These key measurements of data collection are followed by covering the ethical aspect.
Data Analysis and Discussion
This section is going to evaluate the result findings based on the objectives that are given to us and further based on its theme-based analyses are made. After analysing the theme it is going to provide a brief discussion.
Conclusion/Recommendations
The last section is going to cover a summary of the research analysis and further based on its entire research loopholes it is going to propose a recommendation and limitation for this study.
Chapter 2: Literature Review
2.1 Introduction
It can be said that training and development are crucial to integrating CSR in worldwide organisations positively. Employee training is the most crucial aspect that can encourage ethics, sustainability, and social responsibility through using CSR concepts in this aspect. Therefore, various workshops, seminars, e-learning modules, and hands-on experiences are also crucial aspects that can teach workers CSR objectives, policies, and proper practices. Effective training can also motivate employees to engage more, raise environmental and social awareness, and give them the skills to support the company's CSR goals widely. Appropriate investigation in CSR training and development can develop a business reputation, long-term value generation, and social impact in this aspect.
2.2 Importance of Corporate Social Responsibility among Global Firms
In their paper, Bucura et al., (2019), define CSR based on “the procedures by which leaders within an organisation consider regarding and addressing connections with participants as well as their respective positions in connection to the prevalent advantageous position, together with their behavioural mindset concerning the fulfillment and accomplishment of these positions and connections” (Bucura et al., 2019). The findings presented in the Romanian research indicate that a holistic approach to business reporting is required since major corporations establish CSR patterns. CSR is an invaluable instrument for any organisation that wishes to be recognised (Bucuraet al., 2019). Regardless of whether it is not a required device, confusion about the concept and its omission may have an impact on the perceived worth and accomplishment of upcoming initiatives for any sort of organisation. The contributors emphasise the Romanian environment in which enterprises must carry out and improve corporate social responsibility (CSR) procedures in their industrial segments (Bucura et al., 2019).
The paper by Prasad, (2020), investigates corporate social responsibility and deduces that it is a requirement for every organisation to adhere to operate as an excellent business accountable citizen, not only through adhering to every regulation but also by carrying out its operations in production and marketing in a way that will assist everybody to prevent detrimental environment that can cause contamination or fatigue finite global resources. Professional social obligation and business ethics play critical roles in organisations and provide significant benefits (Prasad, 2020). CSR aids in the improvement of the public image since customers make shopping or utilising decisions while considering a business's public reputation. Corporate social responsibility also reduces total manufacturing costs and facilitates various easy improvements such as adhering to company principles. Employee fulfilment, which Prasad, (2020) feels CSR delivers, is strong in such organisations and results in total client fulfilment, which is advantageous to the company as a whole.
The Triple Bottom Line (TBL) hypothesis as discussed in the paper by Brin and Nehme, (2019), is a long-term sustainability paradigm that evaluates a company's achievements across three linked parameters: economic, social, and environmental. It extends further the typical emphasis on monetary benefits by emphasising the significance for individuals (social) and the natural world (environment) in addition to revenues (economic). According to TBL, an effective company should not just provide financial benefits but also constructively and positively impact the community while minimising adverse environmental effects. TBL, which was developed by John Elkington, urges firms to take an integrated strategy, balancing earnings with charitable giving and dedication to the environment, creating long-term sustainable growth along with ethical business behaviour (Brin and Nehme, 2019).
The Stakeholder Theory of Corporate Social Responsibility (CSR) as described in the study by Brin and Nehme, (2019), is an approach that emphasises the value of taking into account the objectives and effects of interested parties other than shareholders. This idea originated with R. Edward Freeman, who proposes that organisations ought to consider the needs and worries of employees, consumers, providers, neighborhoods, and their surroundings in addition to stockholders (Brin and Nehme, 2019). Organisations may improve their standing among consumers, develop confidence, and make contributions to social prosperity by integrating stakeholder viewpoints into the decisions they make. This comprehensive strategy is consistent with the notion that long-term company success is inextricably linked to the happiness of the community at large. Organisations may get a more comprehensive knowledge of CSR by cultivating mutually beneficial connections while positively influencing the community while attaining commercial objectives.
2.3 Primary Hurdles in Adopting Corporate Social Responsibility
According to the research provided by Liopa et al., (2023), there are several barriers to CSR adoption, particularly monetary, lack of federal backing, the government, and insufficient interaction with stakeholders. The document here discloses that financial, social, and ecological operations and dangers must be publicly disclosed to promote openness and public perception about a corporation. Considering the socioeconomic and epidemiological crises, the Greek enterprise that has been featured in this paper has been subjected to severe socio-economic distortions in the past few years.
As highlighted in the research by Koskela-Huotari, (2018), the main barrier in implementing corporate social responsibility is the substantial expense of CSR. Due to tight requirements, a dearth of congruence or inadequate motivation for being socially conscious habits, legislation and regulations may impede the adoption of CSR. In addition, issues in shifting actors' mindsets from conventional procedures (traditional ways) of accomplishing things to new methods may make incorporating CSR difficult.
Cultural variation or diversification might emerge as an issue since CSR tactics may not always coincide with varied social values and customs especially religion (Farooq et al., 2019). Coordination of many viewpoints and standards necessitates a complex approach. Furthermore, the lack of established standards for analysing CSR impacts provides a barrier. Measuring and measuring the environmental and social advantages remains inaccurate, rendering it difficult for organisations to prove real outcomes and successfully explain their CSR accomplishments.
2.4 The link between CSR Activities and Organisational Competitiveness
According to Nguyen, (2022), there is a favourable relationship between the implementation of CSR and supplier competition. However, the investigation pointed to previously published materials that showed that organisations with limited CSR initiatives performed better financially. However, better financial performance does not guarantee viable and loyal customers over time in the absence of CSR.
Singh and Misra, (2021), suggest that CSR impacts organisational performance when directed toward other interested parties. Managerial opinions concerning CSR and social responsibility efforts of a corporation have been demonstrated to be highly connected to the company's credibility, fundamental principles, and general organisational success. According to survey data followed in this paper by (Singh and Misra, 2021), CSR focused on communities and consumers substantially influenced the competitiveness of organisations. Managers' attitudes about CSR towards workers were shown to have no noteworthy direct association with organisational effectiveness. One of the research's notable findings, and contradictory to Singh, K., and Misra's hypothesis was the negative and substantial effect of CSR and business image on the connection between CSR and organisational performance.
CSR Implementation by John Lewis Partnership & Organisational Competitiveness
According to their detailed performance paper, The John Lewis Partnership displays strong Corporate Social Responsibility (CSR) policies. The report, which is dedicated to environmentally conscious companies, highlights activities targeting the effects on the environment, ethical procurement, and societal well-being. The John Lewis Partnership prioritises reducing carbon emissions, environmentally friendly ideas, and responsible manufacturing practices. The business's commitment to employee happiness is visible in programs that promote inclusivity, diversity, and well-being. In addition, involvement in community projects demonstrates their dedication to social improvement (johnlewispartnership.co.uk, 2022). By clearly disclosing accomplishments, John Lewis Partnership establishes a praiseworthy CSR standard, integrating company success with ethical and environmental policies.
The John Lewis Partnership promotes its "Working in Partnership for a Happier World" objective by committing to a more compassionate, fairer society which stands as a basic aim for CSR practices (johnlewispartnership.co.uk, 2023). This in turn helps JLP to create a brand image of competitiveness in the industry. The organisation prioritises paying attention to and comprehending the problems of Partners, consumers, vendors, and populations, which is based on solid connections. Accepting the duty of climate change mitigation, the firm has put in place a comprehensive ecological strategy and “Our Plan for Nature”, which honors creator Spedan Lewis' ecological vision (johnlewispartnership.co.uk, 2023). By linking business operations with a 1.5°C climate objective, the corporation not only respects conscientious ideals, but also assures organisational competitiveness through a complete plan that connects with a larger context of societal and environmental responsibility, or CSR (johnlewispartnership.co.uk, 2023).
2.5 The Impact of Training and Development Programs on Employee Job Satisfaction
It has been observed that global firms' CSR management widely focuses on various factors such as job satisfaction of employees, training, and development programs in this aspect. Through this strategy, they can also actively support the company's CSR efforts, based on the point of view of Hossen et al. (2020). This technique is widely needed to develop employee morale, work environment, and business culture positively. Moreover, it can be said that appropriate implementation of CSR procedures can enhance job satisfaction along with managing the sustainable growth of a company positively. This section has enlightened some of the major impacts of the training and development programs on employee job satisfaction.
Figure 2.1: Impact of Training and Development Programs on Employee Job Satisfaction
Figure 2.1 describes the impact of training and development programs in companies to manage employee satisfaction.
Enhanced Skills and Competence
It has been outlined that proper growth of CSR training widely helps employees to participate in Corporate Social Responsibility programs in this aspect. Khaskheli et al. (2020) have stated that this section covers business ethics, sustainability, and community engagement to grow positively. It has been observed that if workers develop these skills, they can feel more confident and powerful along with increasing job satisfaction.
Alignment with Organisational Values
CSR training is also crucial which reinforces the company's social and environmental responsibilities. These programs also help workers to spread the company's values and objectives more than their earnings. Employees can also feel proud and purposeful in this section as they can feel that they are part of something significant and effective, which improves work satisfaction.
Opportunities for Personal and Professional Growth
Training and development programs are also helpful which guide people to grow personally and professionally. Therefore, CSR maintenance can also involve training in sustainability, stakeholder participation, diversity, and inclusion in this aspect. As various workers can learn new abilities, they can find their employment more meaningful and satisfying by increasing job satisfaction positively. Moreover, organisational development and growth can also speed up employee retention and loyalty.
Improved Employee Engagement and Morale
Effective training and development programs are extremely effective which portray that the company cares about its workers. As per the point views of Miethlich et al. (2023), by offering skill development and career growth, a company makes its workers feel valued, which develops morale and engagement properly. Appropriate engaged workers are crucial content based on their employment as they feel attached to the company's aims and can be driven to manage it succeed and improve CSR.
Positive Impact on Work Environment and Corporate Culture
It has been observed that CSR maintenance training and development effectively improves the culture of a workplace. In this process, they can learn more about social and environmental challenges and how business can help and they can be more disciplined to act responsibly both at work and home. As per the views of Faeq et al. (2022), this factor can enhance responsibility, teamwork, and ethical decision-making, which is crucial for job satisfaction and a feeling of belonging and purpose.
2.6 Relationship between Training and Development Program and Organisational Achievement at the Global Level
Training and development programs widely help organisations to reach worldwide CSR activities. These programs also provide workers with the facility of working with the skills, knowledge, and ethics to engage in CSR appropriately. As per the views of Osagie et al. (2022), effective training and development programs also develop employee engagement and happiness by establishing a worldwide reputation.
Figure 2.2: Relationship between Training and Development Programs and Organisational Achievement
Figure 2.2 focuses on the relationship between training and development programs and the achievement of organisation which has been described below.
Skill Enhancement
Training programs teach each worker to practice and apply CSR ideas properly by promoting responsibility and ethics in the workplace in this aspect.
Leadership Development
It has been seen that proper development programs are crucial which can improve CSR-focused leadership to promote sustainable business practices and integrate CSR into organisational strategy and decision-making.
Employee Engagement
Training and development efforts also encourage workers to gain and commit to CSR objectives properly by offering skill development and career growth in CSR jobs positively (Bhuiyan et al. 2020).
Global Collaboration
It can be said that appropriate training and development programs can manage a company to achieve global teams to share best practices and operate standardised CSR policies and processes in this aspect.
Reputation Building
Effective program execution is important in developing employee engagement, happiness, and stakeholder trust along with establishing a worldwide reputation for social responsibility and sustainability. According to Hongdao et al. (2019), proper brand reputation and long-term business success are also linked with CSR goals to improve more.
2.7 Recommend training and development strategies for the growth and success of the employees
Appropriate CSR training and development enhances staff growth and success to achieve more sustainable outcomes. As per the opinion of Adu-Gyamfi et al. (2021), through these training and development techniques, various companies can be able to develop CSR principles with their positions by improving sustainable growth and success for the business and society positively.
Figure 2.3: Recommend training and development strategies
Figure 2.3 describes some recommended strategies for training and development to grow widely.
Comprehensive CSR Training Programs
Various organisations need to create properly organised CSR training courses on its relevance, ethics, sustainability, and execution to gain more outcomes. These programs need to vary based on employee level in the management.
Case Studies and Best Practices
This section includes industry and organisational CSR success stories. As per the views of Al Kerbawy (2019), these examples are influential in managing proper CSR efforts and motivating their staff to be innovative.
Cross-Functional Collaboration
It has been observed that this sector encourages departmental and team cooperation to manage CSR in business processes properly. Proper Cross-functional communication is crucial and cooperation training is also needed which helps to break down silos and promote a developed CSR strategy.
Skill-Building Workshops
These workshops develop CSR skills widely such as community participation, stakeholder management, environmental sustainability, and social impact appropriately. These sessions can also provide staff with the opportunity to improve CSR implementation.
Feedback and Evaluation Mechanisms
Appropriately assess training program efficacy and suggest areas of improvement that can be done by using feedback. The management can ask workers about their learning requirements and preferences to manage goals.
2.8 Theories of training and development
Stakeholder Theory
Figure 2.4: Stakeholder Theory
Figure 2.4 focuses on the Stakeholder Theory that focuses on organisations which should prioritise all stakeholders, to achieve long-term sustainability and competitiveness positively. This idea also highlights that long-term sustainability and competitiveness can be gained from emphasising stakeholder interests more than profit maximisation. Barney and Harrison (2020) have stated that organisations can also gain credibility, trust, and long-term partnerships by detecting stakeholders' demands based on CSR activities. This sector includes ethical corporate practices, environmental sustainability, and social welfare programs in this aspect.
It has also been observed that various CSR initiatives can be used to reduce adoption barriers and various Companies can overcome these obstacles and achieve major global competitive advantages by showing how CSR can improve organisational performance, including efficiency and competitiveness positively. According to Freeman et al. (2020), various CSR reports from organisations such as the “John Lewis Partnership” can highlight how they meet stakeholders' demands and preferences.
2.9 Gap in literature
The research has portrayed various data based on CSR activities but lacks focus on CSR training and development program implementation and provides appropriate methods and tools. These initiatives are widely important and beneficial, but it can be said that more details are needed to detect the best strategies, approaches, and metrics for measuring their effects on employee job satisfaction, the competitiveness of the organisations, and CSR success positively. It has also been observed that appropriate comparative examinations can reveal various training methods in these sectors and locations which is beneficial to detect best practices and areas for further development.
Chapter 3: Research Methodology
3.1 Introduction
This section of the study is going to cover a brief analysis of the ideal methods adopted for this entire research analysis. This section is going to analyse the research “philosophy, approach, strategy and design” based on its key adaptations encoded for this portion. It is also going to cover the “data collection application, data collecting process, tools, and sampling techniques”. In the end, it is going to ensure the technical process based on key methods is ensured for this research analysis.
3.2 Research Philosophy
This study is going to follow the interpretivism Philosophy” which helps to adopt complex cross-sectional research observation (Curry, 2020). The interpretivism research approach is concerned with comprehending personal significance in social environments (Yousafzai, 2023). It utilises qualitative approaches such as interviews as well as observations, highlighting the role of the researcher in generating perceptions (Yousafzai, 2023). Interpretivism, which rejects neutrality, dives into the complexities of human situations, respecting different views and cultural subtleties for a deeper comprehension of social processes (Tanweer et al., 2021). Because of the complexities of Corporate Social Responsibility (CSR) and its influence on organisational competitiveness, an interpretive technique was used for this investigation. Interpretivism is well-suited to investigating the subjective and culturally created semantics assigned to CSR initiatives by partners such as workers, consumers, and businesses. Interpretivism provides a profound understanding of multiple viewpoints and local complexities around the implementation of CSR by adopting qualitative methodologies such as conversations along with material analysis (Sameen et al., 2019). This technique is consistent in revealing the intricacies of the execution of CSR, organisational obstacles, and perceived relationships to competition.
3.3 Research Approach
It has adopted the “Deductive Approach” in sorting the ideal resources for this study and further based on it a critical analysis is covered (Grinchenko and Shchapova, 2020). The use of the “deductive approach” to global company CSR data collection has several advantages. It can be related to a theory or hypothesis, it helps test and validate CSR tactics and targeted inquiry ensures that data produced directly answers established research topics, saving time and money. These are the trusting established ideas or frameworks that improve the results' reliability and validity. It has been outlined that deductive methodology simplifies research, enables theory-driven analysis, and provides compelling insights into CSR demands in the complex global corporate context within a succinct methodological framework.
3.4 Research Strategy
It has been that their multi-faceted research is best for case study examination of global corporate CSR demand (Cook et al. 2020). It can help in the critical analysis literature research to grasp ideas and frameworks and choose CSR case studies from various businesses and regions to cover a range of practices. This can help to acquire a systematic analysis of situations to find trends, difficulties, and best practices. These are the ultimate development findings and provide suggestions based on theoretical and empirical facts to contribute to academics and global company CSR implementation.
3.5 Research Design
This study enhanced the “Exploratory Design” for the in-depth analysis and further based on it critical analysis of this entire research has been enhanced (Knox, 2023). Exploration and comprehension of the intricacies of human behaviour and societal trends are central to qualitative research methods (Tenny et al., 2022). To collect extensive, complex data, scientists use thorough, unrestricted approaches such as focus groups, interviews, and observer interviews. This method prioritises background and personal experiences, providing a more in-depth understanding of the issue under consideration (Hall and Harvey, 2018). Analysis of information frequently entails classifying and categorising data to uncover structures, concepts, and interpretations. The credibility of the research is increased by meticulous reflexivity, in which researchers identify their own biases. Finally, qualitative research offers a comprehensive knowledge of human processes, providing important insights into the fields of social science and further studies (Aspers and Corte, 2019).
3.6 Data Collection Method
3.6.1 Data Collection Approach
This study is going to follow the “Qualitative Technique” in gathering the most ideal data that are required for this entire study (Vindrola-Padros and Johnson, 2020). The necessity for comprehensive investigation as well as awareness of complicated social issues drove the use of a qualitative technique for the current study endeavour on Corporate Social Responsibility (CSR) and its influence on organisational competitiveness. Qualitative research enables a more detailed examination of the complex links involving CSR activities and organisational competitiveness (Roy and Jain, 2023). In contrast to statistical or quantitative techniques, qualitative research excels in understanding the complexity and dimension of individual encounters, perspectives, and motives. In the overall setting of CSR, which has complex social and ethical components, qualitative approaches like screenings, empirical research, and topic analysis provide a comprehensive understanding of the issue. Qualitative research may provide important insights into key stakeholders' opinions, principles, and behaviours, such as staff members, customers, and administrators (Family Health International, 2017). A qualitative technique also provides flexibility and adaptation during the analysis procedure, allowing for the investigation of novel topics and unanticipated results (Busetto et al., 2020). A qualitative technique is appropriate for probing into the complexities and variances in those concepts since academic analysis has already revealed different viewpoints on CSR. This study will use qualitative methodologies to investigate the complexities of CSR adoption, the constraints that organisations confront, and the concrete and subjective implications on the competition. The study employs a qualitative approach to provide sophisticated and context-dependent observations that could influence theorists as well as practitioners in the field of CSR and organisational strategy.
3.6.2 Data Collection Secondary Source
For this study, the author has been strict on the “Secondary Data Collection” research method in comparing and contrasting the analysis (Ruggiano and Perry, 2019). It has been a quick and easy process to change the required data for the study. The data analysis that will be followed here will be based on the investigation of John Lewis Partnership's stakeholders and the three techniques by which the company manages its stakeholders. Mainly the secondary data analysis will be followed here as the data that has been presented and published will be used here. The JLP data and the literature review section have also followed the secondary research methods by taking information from the early-published data. Consumers who participate in retail actions, workers who help ensure the company's achievement, vendors who provide items, and towns and cities touched by JLP's activities are all stakeholders in John Lewis Partnership (JLP). The shareholders are interested in the business's economic performance, and government departments check compliance. Furthermore, JLP's devotion to sustainable development involves a larger social stakeholder community focused on caring for the environment (johnlewispartnership.co.uk, 2022). JLP's commitment to comprehensive social responsibility as a whole is shown in this multidimensional customer approach.
Target defining for Stakeholder Engagement
John Lewis Partnership takes an active strategy by defining particular objectives for supplies such as polyester yarn, leather, and MMCF (johnlewispartnership.co.uk, 2022). The organisation demonstrates its dedication to environmentally friendly procedures by developing specific goals. This strategy involves stakeholders from all over, resulting in a clear framework for action. The creation of guidelines and instructional tools demonstrates the company's commitment to teaching and involves stakeholders in the achievement of sustainable goals. The strategy and tracking system emphasise accountability while encouraging cooperation and trust.
Transparent Changeover Planning for zero-percent Goals
The need of developing a transparent transition plan to reach science-based net-zero goals is critical to overseeing the demands of stakeholders. The Partnership handles issues while also inviting stakeholder engagement by clearly outlining the activities it plans to undertake. The clarity in the shift program increases confidence and matches the objectives of many stakeholders with sustainable development goals, reducing uncertainty and promoting an easier shift to a net-zero future (johnlewispartnership.co.uk, 2022).
Using the Responsible Commodities Facility to Have a Scalable Impact
The Responsible Commodities Facility is an innovative and scalable paradigm for sustainable behaviours. The strategy exemplifies an effective investment that benefits not just ecology but also employers and producers. By releasing more funds, the Partnership demonstrates its commitment to demonstrating the feasibility of environmentally friendly techniques as a profitable investment. This strategy balances financial goals with social and ecological aims, resulting in a model that might be duplicated throughout sectors. It demonstrates the organisation's awareness of how the economy, society, and the environment are intertwined in stakeholder management.
3.6.3 Data collection tools and procedures
As it is going to be strict on the “Secondary Data Collection” so for “Observational Studies” have been taken for this entire research analysis (Dekkers et al. 2019). This “Observational Studies” has taken the resources from authenticated websites and journals. It mainly includes such as “Google Scholar, Government, and Sastical websites”. It has helped to get “journals, articles, books, and websites” in gathering the most reliable resources for this entire research observation.
3.7 Description of the population being investigated
This research has followed the “Random sampling techniques” that have been the perfect approach to maintaining unbiasedness in research (Basso et al. 2020). It helps to provide equal opportunities among the variables and further based on it opinions are compared and contrasted for the research observation. The study methodology's shortcomings include the possibility of prejudice in qualitative data analysis due to subjective opinions. Furthermore, relying on previously published research may leave out new changes, restricting the investigation's accuracy and full analysis of changing approaches to CSR and organisational competitiveness (Longe, 2020).
3.8 Ethical issues and considerations
In maintaining ethical considerations it has followed the “The Data Protection Act 2018” so that no data breach can occur for this study (UK Government, 2024). This study has helped to cover three factors such as “fairly, lawfully, and transparently” and be more relevant for the study. These are the most perfect and appropriate processes for data gathering specified and explicit purposes for this entire research observation. These are the main aspects that are enlightened in “adequate, relevant, and accurate” in perfect determination.
3.9 Summary
This component of the study has provided a concise overview of the best approaches to use throughout the complete research investigation. This part has examined the research's “philosophy, approach, strategy, and design” in light of the major changes that have been made for this section. The “data collection application, data collecting process, tools, and sampling techniques” has been covered. It has guaranteed that the technical procedure for this study analysis, which is founded on important techniques, is guaranteed.
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Chapter 4: Data Analysis and Discussion
4.1 Introduction
This section is going to cover the data analysis on CSR and based on it thematic observations are ensured. It has farmed ideal themes based on the research question and furthering depending upon these major aspects the critical outline is made. In the end, it has discussed the themes that have been framed in this portion in the enhancement of the data.
4.2 Thematic Analysis
4.2.1 Analysis of (CSR) theories and practices for understanding their importance and relevance for global firms.
Figure 4.1: Global CSR issues in the working premises practices
The above Figure 4.1 outlines the global CSR issues in the working practices that highlight the fact that CSR commitment issues are 63%, e-commerce development issues are 43% and “Millennial and GenZ” of the younger issues is 41% (Statista, 2024b). It has been analysed that the origin of the production and the relocation of the production is 41% and digitization of the companies is 33%. The last issue is that the CRM practices have been one of the major problems for the working premises.
Figure 4.1 also focuses on numerous Carroll's Pyramid of CSR challenges worldwide working premises widely. It has been observed that at 63%, CSR commitment factors indicate the key part of CSR, and the organisations should also perform their economic, legal, and ethical commitments in this aspect. Štreimikienė & Ahmed (2021) have stated that this section also includes various aspects such as following labour rules, supporting workplace diversity, and paying fairly. The 43% maintenance of e-commerce development challenges can also detect the need for economic CSR. It can also be said that at 41%, “Millennial and GenZ” challenges need to highlight ethical duties through which organisations should detect younger generations' ideals and concerns such as diversity, social justice, and environmental sustainability positively.
It has been outlined that Globalisation and technical improvements have widely changed CSR's legal and economic duties, as seen by production origin and relocation (41%) and digitalization (33%) in this context. As per the views of Lu et al. (2020), CRM difficulties also highlight the need for philanthropic responsibility through which corporations can help society based on community development, education, and healthcare appropriately. Carroll's Pyramid also helps multinational businesses to consume CSR's economic, legal, ethical, and charitable implications positively. These concerns are also useful in improving the long-term reputation of a company and stakeholder confidence at the time of promoting sustainable business practices.
4.2.2 The Overcoming Hurdles in CSR Policy Adoption in Exploring the link between CSR Initiatives and Organisational Competitiveness
Figure 4.2: Consumer Attitudes on Societal Issues CSR practices
The above Figure 4.2 helps to ensure the Consumer Attitudes on Societal Issues CSR practices for overcoming the CSR Policy. It has been analysed that climate change issues impact 53% and the overstepping problem 8% of CSR practices. On the other hand, the economic inequality issues are 50% and the overstepping issues are 8% are determined. The energy shortage issue is not doing enough so 50% have beliefs and overstepped by 8%. It has been analysed that healthcare access issues not doing enough responses by 47% and overstepped issues by 7%. It has been analysed that trustworthy issues are not doing enough has responses by 45% and overstepped issues by 9%. The last observation suggests that workforce reskilling is not doing enough has responses by 44% and overstepped issues by 9%.
Figure 4.2 also shows that to accept CSR policy appropriately, companies need to address consumer concerns in society which is widely crucial. Various concerns such as climate change, economic inequality, energy skills, healthcare access, trustworthiness, and workforce reskilling are also beneficial in this aspect. Therefore, to apply CSR policies properly and overcome some issues such as reducing carbon emissions, investing in renewable energy, and using eco-friendly manufacturing in this aspect. However, developing equitable salaries, diversity and inclusion in employment, and community development programs are also crucial to reducing socioeconomic inequities appropriately. Pai and Chandra (2022) have stated that they need to work with stakeholders to increase healthcare access, public health, and underserved communities in this aspect. Appropriate building of trust and credibility also requires appropriate company openness, ethics, and open communication with customers to grow positively. As per the suggestion of Adomako et al. (2023), Companies also need to improve training and development programs to manage people, promote continuous learning, and react to labour market changes in this aspect. Organisations also can satisfy customer expectations and develop competitiveness by maintaining these factors and committing to CSR. It can be said that today's changing business climate also requires appropriate sectors to cooperate with CSR practices.
4.2.3 Adaptation of CSR reports for customer-centric strategies in examining John Lewis Partnership's techniques for enhancing competitiveness.
Figure 4.3: Consumer loyalty to product buying and CSR issues
The above Figure 4.3 discusses the consumer's loyalties in production in buying and CSR issues. It has been evaluated that 57% of the responses think that consumer loyalties in production in buying and CSR issues. Here it was observed that 21% of the rather disagree with consumer loyalties in production in buying and CSR issues. It has been outlined that 13% of the responses have a total of consumer loyalties in production in buying and CSR issues. The last aspect has evaluated that 9% of the responses do not that consumer loyalties in production in buying and CSR issues.
John Lewis Partnership is a major UK retailer that uses CSR-aligned customer-centric tactics to develop competitiveness appropriately. They also provide excellent products and services to satisfy their customers. As per the views of Green (2019), appropriate competitive prices and a “Never Knowingly Undersold” policy can be useful in building customer trust and loyalty positively. John Lewis Partnership also promotes ethical sourcing and transparency to develop sustainable practices such as minimising carbon emissions and promoting fair trade aspects. As per the opinion of Tasoulis et al. (2023), they also gain consumer confidence through developing supply chain transparency and CSR appropriately. The John Lewis Foundation also promotes local communities and education along with promoting community involvement. This dedication is also helpful in managing community welfare which matches customers' desire to support socially responsible firms in this aspect. They can also remain competitive through managing various innovative aspects and innovating and adapting to customer tastes positively.
4.3 Discussion
The data focuses on the fact that CSR issues are widely complex and crucial for managing multinational businesses positively. Appropriate understanding of consumer attitudes and executing CSR activities also need to integrate company actions along managing with societal problems such as environmental sustainability, socioeconomic inequality, and consumer trust widely. It has been observed that by incorporating CSR into fundamental business strategy, organisations can also develop competitiveness, customer loyalty, and brand image. The use of “the John Lewis Partnership” highlights that CSR-based customer-centric initiatives are useful to solve these problems and improve competitiveness globally.
The information supplied is pertinent to the introduction's goals and objectives. The purpose of this report is to determine the growing significance of CSR, among international companies, assess CSR concepts, detect the biggest obstacles to implementing CSR procedures, emphasise the link between CSR activities and organisational productivity, and look at CSR implementation by John Lewis Partnership. The survey of literature evaluates the relevance of CSR, the barriers to its adoption, and its relationship to organisational competitiveness. Furthermore, the methodology section describes the strategy taken to evaluate the impact of CSR on organisational competitiveness, with a particular focus on John Lewis Partnership's ethical business practices.
This study depends on secondary sources and adopts a qualitative research technique. Statistical statistics are regarded as unimportant since the emphasis is on thorough investigation and decoding of the complexity of Corporate Social Responsibility (CSR) and its influence on organisational competitiveness rather than statistical analysis. The offered information effectively summarises, discusses, and evaluates the pertinent facts. The overview in writing goes into the significance of Corporate Social Responsibility (CSR), the barriers to its adoption, and its relationship to organisational growth, referencing several researches. The part on methodology describes the qualitative technique taken to study CSR's effect, with a focus on the John Lewis Partnership. In summary, the material encompasses and addresses the important components of CSR and organisational competitiveness as indicated in the objectives and goals.
The text gives a thorough review of the patterns and major factors associated with Corporate Social Responsibility (CSR) and organisational competitiveness. Patterns in implementing CSR obstacles, such as monetary obstacles and cultural differences, are investigated. The study in literature examines perspectives on the value of CSR, including topics such as reputation, cost reductions in production, and stakeholder participation. The connections between CSR efforts and organisational competitiveness are examined, as well as the implications for supplier competition and profitability. John Lewis Partnership's CSR implementation reveals discernible trends regarding green efforts, satisfaction among workers, and civic engagement.
The information and citations supplied in the text typically support the assertions stated in the text. Bucura et al. (2019), Prasad (2020), Brin and Nehme (2019), Liopa et al. (2023), Koskela-Huotari (2018), Nguyen (2022), and Singh and Misra (2021) all translate to a comprehensive exploration of Corporate Social Responsibility (CSR) and its significance, difficulties, and consequences for organisational competitiveness. The book emphasises the importance of CSR in improving the reputation of an organisation, lowering manufacturing costs, and increasing worker and consumer satisfaction. To emphasise the multifaceted dimensions of CSR, it provides key ideas, for example, the Triple Bottom Line (TBL) hypothesis and Stakeholder Theory. Furthermore, the results of the study support the highlighted challenges to CSR the adoption process, such as budgetary limits, legal concerns, and cultural differences. The John Lewis Partnership is highlighted as an example of excellent implementation of CSR, with corporate processes aligned with environmental and ethical concerns. The claims are sufficiently contextualised and backed up by the research cited, giving rise to an accurate depiction of CSR and its consequences for corporate competitiveness.
The investigation's outcomes reported here correspond with and corroborate the ideas, theories, and conceptions generated from the scientific review. Bucura et al. (2019) and Prasad (2020) emphasise the relevance of CSR in improving the public's perception of an organisation and recognition. These ideas are consistent with the Stakeholder Theory proposed by Brin and Nehme (2019), which argues for taking into account the requirements for parties other than shareholders. Brin and Nehme (2019) address the Triple Bottom Line (TBL) concept, which aligns with Prasad's (2020) notion that CSR extends beyond simply conformity to rules, emphasising the financial, social, and ecological aspects of organisational performance. The barriers to CSR adoption mentioned by Liopa et al. (2023) and Koskela-Huotari (2018) replicate the obstacles created by regulatory limits and the significant expenses of embracing corporate social responsibility that are addressed in the literature. Farooq et al. (2019) emphasise cultural variances that support the idea that CSR techniques might not always be consistent with varied social norms. The relationship between corporate social responsibility and organisational competitiveness, as investigated by Nguyen (2022) and Singh and Misra (2021), illustrates the scholarship's contradictory conclusions. While Nguyen argues that CSR and supplier competitiveness have a positive association, Singh and Misra emphasise the intricate connection between CSR, corporate image, and organisational success. The John Lewis Partnership's adoption of CSR is consistent with the literature's dedication to a thorough CSR strategies explanation that combines environmental awareness, ethical purchasing, and a healthier society to improve organisational productivity, as indicated by the TBL theory and Stakeholder Theory. In general, the study findings are well-founded and backed by the literature assessment, resulting in a comprehensive grasp of CSR and its consequences for organisational performance.
4.4 Summary
The data analysis on CSR has been covered in this area, and theme remarks have been guaranteed. The research question has artifact ideal themes, and the critical outline is developed based on these key elements. It has covered the topics that have been presented in this section to improve the data.
Chapter 5: Conclusion/Recommendations
5.1 Conclusion
Corporate Social Responsibility (CSR) is an important component of improving business competitiveness by incorporating moral as well as socially accountable behaviours into strategy. It improves credibility, client retention, satisfaction with staff, and compliance with social, governance, and environmental problems. Organisations, however, encounter problems in implementing CSR, such as budgetary restrictions, legal obstacles, and various cultures. The comprehensive character of CSR, which involves many different parties and addresses complicated challenges, complicates execution. The association between CSR efforts and organisational competitiveness is complicated, with evidence pointing to both positive and conflicting effects. Some studies emphasise CSR's beneficial influence on rivalry among suppliers and general organisational success, whilst others emphasise the complicated interplay between CSR, brand perception, and productivity. The study employed qualitative investigation and interpretivism to investigate the intricacies of CSR and its impact on organisational viability. The John Lewis Partnership investigation exemplifies effective CSR implementation by integrating business activities into ecological and moral considerations. Implementing CSR is an essential requirement for organisations to handle the difficulties of the present economic scenery, not only a moral duty. These results add to the increasing body of information on CSR while offering information for researchers and those seeking to comprehend and implement environmentally and ethical corporate behaviour. In an economy where company activities are scrutinised, corporate social responsibility emerges as a vital motivator for sustained profitability and prosperity.
5.2 Recommendations
To deploy of Combined CSR Strategies
Organisations should implement incorporated social responsibility (CSR) plans that are consistent with their basic principles, company procedures, and customer demands (Wirba, 2023). The Triple Bottom Line (TBL) hypothesis and Stakeholder Theory give frameworks for an extensive strategy that considers environmental, social, and economic variables. This holistic viewpoint improves the business's overall edge.
To open Information and Stakeholder Participation
It is critical to communicate openly about CSR activities (Mitra et al., 2018). Clients, workers, suppliers, and the public should all be personally involved in businesses. Organisations may create trust, improve their image and make certain CSR activities resonate favorably with varied viewers by creating straightforward interaction avenues and involving consumers in decisions that are made (Mitra et al., 2018).
To acquire Cultural Competence in CSR Practices
Recognising cultural differences is critical in conducting CSR efforts, particularly in a global environment (Eriksson et al., 2019). Organisations should modify their CSR operations to reflect different cultural and religious norms and conventions. Cultural awareness ensures that CSR activities are popular, reducing the probability of retaliation while maximising beneficial effects in different cultural environments.
To ensure Staff Development and Health Investment
Companies should prioritise staff development programs, encourage equality and acceptance, and improve overall employee satisfaction (Chang et al., 2021). Employee satisfaction-focused CSR efforts contribute to a good working atmosphere, attract and hold onto talent, and eventually increase workplace competitiveness.
To adopt Flexibility and Development in CSR Strategies
Recognising the changing dynamics of the CSR sector, organisations must stay adaptive and receptive to creativity. Reexamining CSR plans on occasion, remaining educated about developing worries, and adopting imaginative approaches help organisations stay in front of public demands and preserve their market position.
To apply strategic CSR Reporting
Organisations should invest in innovative CSR reporting that extends beyond regulatory compliance (Hlioui and Yousfi, 2022). Companies may demonstrate their dedication to ethical company conduct by emphasising the effect of CSR on public image, cost savings, and customer happiness. Strategic assessment helps to build a reliable reputation for a company.
To implement the John Lewis Partnership's CSR Policies
Businesses might be inspired by the John Lewis Partnership's social responsibility policies. JLP exhibits a complete CSR approach connected with the TBL theory and Stakeholder Theory by prioritising sustainable development, ethical purchasing, and civic engagement. Adopting comparable principles may assist organisations to succeed and compete.
In the end, these ideas emphasise the need of approaching CSR in a tactical, combined, and socially appropriate manner. Organisations may have a beneficial influence on the community while improving their general performance by engaging with those involved, prioritising the well-being of staff, and adjusting to changing events.
5.3 Limitations/Ethical Considerations
The research delivers various factors of CSR practices and their influence on global corporations, but there a huge limits and ethical factors that need to be considered positively. These key various data sources also have barriers in their aspects of gathering techniques, reducing accuracy and generalizability positively. The privacy and permission of data contributors and the conflicts of interest in research collaborations and funding sources can also be considered widely. It has also been outlined that appropriate transparency and reflexivity are needed in reporting from researchers' viewpoints and barriers that may impact CSR data and topics.
5.4 Possible areas for improvement and further research
It has been observed that the crucial impacts of CSR efforts on organisational competitiveness should be studied to determine their sustainability and contribution widely. Therefore, it has been outlined that the comparison research of these sectors and geographies can also reveal contextual variables that can affect CSR adoption and effectiveness. Blockchain and AI's impact is also crucial to managing the impact of CSR and transparency warrants study in this aspect. It has also been outlined that appropriate studying CSR's integration which is based on sustainability frameworks is also crucial and its effects on stakeholder involvement and value generation are also crucial which can provide deep insights. Moreover, it can be said that an appropriate understanding of various communication procedures is needed to manage CSR actions to a wide range of stakeholders and improve organisational reputation to grow positively.
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