| Summary: | 碩士 === 世新大學 === 公共關係暨廣告學研究所(含碩專班) === 101 === CSR has grown more and more important over the past years. Taiwanese companies are receiving increasing demands and expectations from global customers to local consumers to enforce their CSR. The social responsibility of the company has become one of the major topics in terms of company sustainability. Michael E. Porter, the leading authority of competitive strategy, has always emphasized the combination of CSR and business strategy to be a profound source of competitiveness.
Countless examples have displayed how companies can acquire a good reputation and vast business opportunities through enforcing CSR. Hence, it is critical for companies to identify social topics that meet the specialty of the company, and then focus on the stakeholders and strategic partners to form long term cooperative CSR . The public’s to perception of how a company takes its social responsibility and contributes to society is essential.
This study focuses on the topic of CSR management and practice. As the subject of this case study, Ronald McDonald House Charities’structure and practices are analyzed for a better understanding of on how they identify the right social topics and choose the right partners to overcome all obstacles over time evolvement to realize its CSR. This study also aims to draw the attention of other companies to CSR by demonstrating the achievements of Ronald McDonald House Charities.
Ronald McDonald House Charities was discovered in this case study to have gained benefits including: (1) strengthened trust from stakeholders in both the company and the charity; (2) sponsorships from other companies to further enhance the effectiveness of the charity; (3)cooperation with strategic partners to enhance company image; (4) increased employee loyalty and stabilized company structure; (5) increased competitiveness from undertaking CSR practices matching the company specialty.
The analysis of data gathered from in-depth interviews has shown success in CSR topic choices and practices, which has won high recognition and approval among stakeholders. The conclusion of this study to enhance companies' competitiveness also highlighted a number of suggestions including: (1) the CSR practice of a multinational company should be in alignment with headquarter targets while developing localized practice; (2) the CSR practices should always combine company specialties with meaningful social responsibilities; (3) CSR practices should always meet society’s expectations and choose topics relevant to company specialties; (4) stakeholders are the key element to achieve a successful CSR practice; (5) close cooperation with partners helps to create resource sharing; (6) Every crisis can be a turning point for the better.
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