Great Expectations - Investigating the connection between incentives for CSR activities and the actual results at Becker

Table of Contents

1. Background

1.1 Sustainable development

1.2 Corporate Responsibility

1.3 Organizations and CR

2. Theory – Corporate Social Responsibility (CSR)

2.1 The concept of Corporate Responsibility

2.2 Development of a CSR model

3. Theory – Drivers for CSR

3.1 The concept of drivers

3.2. Development of a conceptual model

4. Theory on results

5. General conceptual model

6. Methodology

6.1 Conceptual Design

6.1.1 Research Objective

6.1.2 Research Framework

6.1.3 Research Issue

6.1.4 Definition of Concepts / Operationalization

6.2 Technical Research Design

6.2.1 Research Material

6.2.2 Research Strategy

6.2.3 Reliability, Validity and Generalizability

6.2.4 Limitations

7. Data presentation

7.1 Company info – Gebr. Becker GmbH & Co KG

7.2 Internal activities

7.2.1 Health care – Regular check-ups / External gym

7.2.2 Training and education - University cooperation

7.2.3 Employment conditions - Team-based structure

7.2.4. Employment conditions - Financial benefits

7.2.5 Employment conditions – Miscellaneous

7.3 External activities

7.3.1 Local community: Philantrophy

7.3.2 Business partners: Volunteering in professional organizations

7.3.3 Society: Corporate Social Promotion

7.3.4 Society : Corporate Social Promotion

8. Data analysis

8.1 Differences/similarities between data and conceptual model

8.2 The relation between drivers and results

9. Conclusion

9.1 Recommendations and theory reflection

9.2 A wider perspective

Research Objectives & Key Themes

This study aims to investigate the relationship between the drivers for corporate engagement in CSR activities and the subsequent results of those initiatives at the multinational company Gebr. Becker. By utilizing a qualitative case study approach, the research explores whether the strategic expectations behind CSR initiatives align with the actual outcomes observed by the company management.

• Corporate Social Responsibility (CSR) and sustainable development frameworks.
• Identification and categorization of internal and external drivers for CSR.
• Qualitative assessment of CSR activities at Gebr. Becker.
• Analysis of the alignment between strategic drivers and organizational results.
• The role of ownership structure and company size in CSR implementation.

Excerpt from the Book

Summary of Chapters

1. Background: Provides the conceptual context for sustainable development and introduces the role of Corporate Responsibility (CR) within modern organizations.

2. Theory – Corporate Social Responsibility (CSR): Explores definitions and the conceptual evolution of CSR, specifically focusing on the social pillar of corporate responsibility.

3. Theory – Drivers for CSR: Analyzes the motivations and incentives that drive organizations to engage in socially responsible activities, culminating in a conceptual framework.

4. Theory on results: Examines how business outcomes are classified and the challenges of linking specific CSR activities to corporate performance.

5. General conceptual model: Synthesizes the previous theoretical concepts into a unified model that maps the relationship between drivers, activities, and results.

6. Methodology: Details the research design, justifying the use of a qualitative single case study at Gebr. Becker and explaining the data collection methods.

7. Data presentation: Presents the empirical findings gathered from the case study, including internal and external CSR engagements at Becker.

8. Data analysis: Compares the collected empirical data against the theoretical conceptual model to identify key similarities, differences, and patterns.

9. Conclusion: Summarizes the research findings, offers recommendations, and reflects on the broader implications for CSR and sustainable development strategies.

Keywords

Corporate Social Responsibility, CSR, Sustainable Development, Corporate Responsibility, Drivers, Strategic Incentives, Qualitative Case Study, Gebr. Becker, Business Ethics, Stakeholder Theory, Corporate Citizenship, Organizational Performance, Social Pillar, Management Strategy, Triple Bottom Line.

Frequently Asked Questions

What is the primary objective of this thesis?

The thesis aims to investigate the connection between the incentives that drive organizations to engage in CSR activities and the actual results achieved, using Gebr. Becker as a qualitative case study.

What are the main thematic pillars of the research?

The research focuses on the theoretical background of sustainability, the development of a conceptual model for CSR drivers, the practical application of CSR activities in a mid-sized company, and the analysis of whether management expectations meet real-world results.

What research methodology was employed?

A qualitative, single-case study design was used, incorporating in-depth interviews with key management personnel and an analysis of internal and external company documents.

What does the conceptual model suggest about CSR?

The model suggests that CSR activities are influenced by internal and external drivers, which serve as independent variables that guide the organization's engagement, ultimately aiming to achieve specific strategic results.

What is covered in the main body of the work?

The main body covers the theoretical foundation, the development of the conceptual model for drivers and results, the detailed methodology, a structured presentation of empirical data from Gebr. Becker, and a concluding data analysis.

Which keywords define this research?

The research is characterized by terms such as Corporate Social Responsibility, drivers, strategic incentives, sustainable development, business ethics, and qualitative methodology.

How did the ownership structure influence CSR at Becker?

The authors suggest that being a family-owned company, rather than a publicly traded one, likely created a different, more localized approach to CSR, potentially allowing for more community-based commitment without the direct pressure of external shareholders.

What were the findings regarding the measurement of CSR results?

The study found that formal measurement of CSR outcomes is rare. Management often evaluates CSR results subjectively, frequently linking them to PR benefits, employee motivation, or image building, rather than quantifying them through formal economic indicators.