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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.

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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).