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Last updateTue, 20 Apr 2010 7pm

CSR Methods & Practices - Examples on how to...

Social Responsibility of Enterprises: analysis of Carroll's model (1991) and application to the Tunisian case

ESCEM In the context of globalization and the development of the international alliances, Corporate Social responsibility (CSR) acquired a growing importance in the corporate positioning and strategies. One of the most used CSR models is Carroll’s four part model of corporate responsibility (1979, 1991).

However, this model was set in the particular context of Anglo-Saxon organisations and little research tested it in other cultural and social contexts. By taking into account the contextual differences, we wonder about the perception of the social responsibility, such as defined according to Carroll’s model, by actors operating in a less developed country. Through this article, we show the presence of two different conceptions of CSR among the Tunisian managers. Our qualitative study also highlights the fact that local specificities seem to shape the CSR vision of the actors.

Table of content:

  • Carroll's model on the Social Responsibility of Enterprises: origins and evolutions
    • the economic responsibilities
    • the legal responsibilities
    • the ethical responsibilities
    • the philantropic responsibilities
  • Limits of the Carroll's pyramid on Social Responsibility of Enterprises (1991)
  • Implementation of Carroll's model (1991) : the point of view of managers in the Tunisian enterprises
    • CSR, a fuzzy concept
    • The Law and the Ethic as foundations of the Social Responsibility of Enterprises
    • The Social Responsibilty is mainly economic
  • Conclusion
  • Bibliography

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Source: part of an article published in "Management et Avenir", special issue on HERMES-OSR findings and results, by Adel Golli and Dorra Yahiaoui from ESCEM (Tours and Poitiers, France).

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