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

Inhaltsverzeichnis (Table of Contents)

• Executive Summary
• 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

Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)

This research qualitatively investigates the connection between incentives for Corporate Social Responsibility (CSR) activities and their actual results within the German multinational company Becker. The study aims to understand the drivers behind Becker's CSR engagement and assess the coherence between these drivers and the outcomes of their initiatives.

• The relationship between incentives and outcomes of CSR activities.
• The different types of CSR activities (internal vs. external).
• The role of strategic incentives in driving CSR engagement.
• Evaluation methods used to assess the effectiveness of CSR initiatives.
• The impact of CSR on various aspects of the organization.

Zusammenfassung der Kapitel (Chapter Summaries)

1. Background: This chapter sets the stage by exploring the increasing emphasis on sustainable development and its impact on organizations. It introduces the concept of Corporate Responsibility (CR) and its focus on economic, environmental, and social pillars, with a specific emphasis on Corporate Social Responsibility (CSR) as the central theme of the research. The chapter establishes the research problem by questioning the genuine effectiveness of CSR initiatives and whether organizations engage in them blindly, lacking a clear understanding of the benefits. The need for a qualitative study to investigate the connection between incentives and results is highlighted, focusing on the case study of Becker.

2. Theory-Corporate Social Responsibility (CSR): This chapter delves into the theoretical framework of CSR, defining the concept and differentiating between internally and externally focused activities. Internal activities focus on employee well-being (employment conditions, health and safety, training, and equal rights), while external activities concentrate on community engagement, partnerships, and societal impact. This chapter lays the groundwork for the analysis by establishing a clear definition of CSR and categorizing its various manifestations.

3. Theory Drivers for CSR: This chapter explores the various drivers that motivate organizations to engage in CSR. It identifies four main categories: societal pressure, potential sanctions for irresponsible behavior, internal organizational factors, and strategic incentives. The emphasis is placed on strategic incentives, as their potential benefits are directly linked to the anticipated results of CSR engagement. The chapter develops a conceptual model illustrating the relationship between drivers, CSR activities, and results, setting the stage for the empirical investigation.

4. Theory on results: This chapter focuses on the expected outcomes of CSR activities, including improvements in financial performance, increased productivity and motivation, and enhanced recruitment possibilities. It establishes the theoretical link between the strategic incentives discussed in the previous chapter and the anticipated positive outcomes of CSR engagement. This section is crucial for understanding the evaluation criteria used later in the analysis.

5. General conceptual model: This chapter presents a comprehensive model summarizing the relationships between drivers, CSR activities, and results. It visually represents the interconnectedness of the elements explored in the previous chapters, providing a framework for understanding and analyzing the data collected from Becker. This model serves as a guiding structure for the empirical analysis and facilitates the interpretation of the findings.

6. Methodology: This chapter outlines the research methodology employed in the study. A single case study approach is chosen, focusing on Becker, to allow for an in-depth understanding of its CSR activities. It explains the rationale behind selecting Becker and highlights the combination of interviews, internal and external documents used to gather data. The methods used to gather and analyze the data are specified, including the measures taken to ensure reliability, validity, and, within the limits of the case study, generalizability. The chapter also addresses the limitations of the study.

7. Data presentation: This chapter presents the empirical data gathered from Becker, providing a detailed overview of the company's internal and external CSR activities. It showcases examples of CSR initiatives under various categories, such as employee healthcare, training programs, community philanthropy, and partnerships. The information presented in this chapter serves as the foundation for the subsequent analysis of the relationship between drivers and results.

8. Data analysis: This chapter analyzes the collected data from Becker, comparing the findings with the conceptual model presented earlier. It explores the similarities and discrepancies between the empirical evidence and the theoretical framework, providing insights into the actual relationship between drivers and results of CSR activities at Becker. The chapter investigates the degree to which the strategic incentives driving CSR engagement have been met and identifies any unexpected outcomes.

Schlüsselwörter (Keywords)

Corporate Social Responsibility (CSR), incentives, sustainable development, strategic drivers, organizational behavior, qualitative research, case study, Becker, internal activities, external activities, results evaluation, stakeholder engagement.

Frequently Asked Questions: A Qualitative Investigation of the Connection Between Incentives for Corporate Social Responsibility (CSR) Activities and Their Actual Results within a German Multinational Company

What is the main focus of this research?

This research qualitatively investigates the connection between incentives for Corporate Social Responsibility (CSR) activities and their actual results within the German multinational company Becker. The study aims to understand the drivers behind Becker's CSR engagement and assess the coherence between these drivers and the outcomes of their initiatives.

What are the key themes explored in the research?

Key themes include the relationship between incentives and outcomes of CSR activities; different types of CSR activities (internal vs. external); the role of strategic incentives in driving CSR engagement; evaluation methods used to assess the effectiveness of CSR initiatives; and the impact of CSR on various aspects of the organization.

What is the methodology used in this research?

The research employs a single case study approach, focusing on the company Becker. Data collection methods include interviews and analysis of internal and external documents. The chapter on methodology also addresses reliability, validity, and generalizability, acknowledging the limitations of a single case study.

What are the main categories of CSR drivers identified in the research?

Four main categories of drivers are identified: societal pressure, potential sanctions for irresponsible behavior, internal organizational factors, and strategic incentives. The research emphasizes strategic incentives and their link to anticipated results.

How are CSR activities categorized in this research?

CSR activities are categorized into internal activities (focusing on employee well-being, including employment conditions, health and safety, training, and equal rights) and external activities (concentrating on community engagement, partnerships, and societal impact).

What types of data are presented in the research?

The research presents data on Becker's internal activities (e.g., healthcare, training, employment conditions) and external activities (e.g., philanthropy, partnerships, corporate social promotion). This data is then analyzed in relation to the conceptual model.

How does the research analyze the data?

The data analysis compares the empirical findings from Becker with the conceptual model developed in the earlier chapters. It explores similarities and discrepancies between the empirical evidence and the theoretical framework, examining the relationship between drivers and results of CSR activities at Becker.

What is the structure of the research report?

The report is structured with chapters covering background information on sustainable development and CSR; theoretical frameworks of CSR and its drivers; a general conceptual model; methodology; data presentation on Becker's activities; and a concluding data analysis section comparing the findings with the conceptual model.

What are the expected outcomes or results of CSR activities discussed in the research?

The research discusses expected outcomes such as improvements in financial performance, increased productivity and motivation, and enhanced recruitment possibilities.

What are the keywords associated with this research?

Keywords include Corporate Social Responsibility (CSR), incentives, sustainable development, strategic drivers, organizational behavior, qualitative research, case study, Becker, internal activities, external activities, results evaluation, and stakeholder engagement.