Corporate Social Responsibility – En fallstudie om strategiska aktiviteter

Sammanfattning: Purpose: The purpose is to determine whether there is empirical support for Bhattacharyyas (2010) framework by analyzing strategic CSR activities. Our goal is to determine whether the framework is a useful tool for strategic CSR activities. Methodology: Our approach is based on a qualitative approach where four cases of CSR activities are chosen for a case study. Theoretical perspectives: The thesis is based on the theoretical basis found in Bhattacharyyas (2010) scientific article - Exploring the concept of strategic corporate responsibility for an integrated perspective. Empirical foundation: The empirical data is a description of four strategic CSR activities, found in three companies: Barista, Wihlborgs and HSB Skåne. The empirical material is based on interviews with people in leading positions and is presented from their perspective. Conclusions: Our study indicates that there is a relatively high consistency between the framework and the empirical data, given the additions we considered was required. As a result of that the framework has an excessive exaggerated black or white perspective, we have been in need of a grading system. Furthermore, the framework ignores the big picture of organizations' CSR operations.