Corporate Social Responsibility Management Strategies Model in Lao People's Democratic Republic (Lao PDR)
Keywords:
Strategy, Corporate Social Responsibility, Lao PDR.Abstract
This research has the objectives as 1) examination a currents situation of operation of corporate social responsibility management in Lao PDR. and 2) to study a suitable model of corporate social responsibility management strategies in Lao PDR. Context. The constructivism and phenomenological strategies of inquiry were used by researcher. The research tool included interview forms used in conducting in-depth interviews with key informants who were divided into 2 population groups, namely, 1) 18 informants of corporate social responsibility management and operations in Lao PDR; 2) 10 inspecting and verifying its model. The data analysis was examined by means of triangular data analysis to ensure their greater reliability.
The research results were found that:
1. Business has attached importance to activities and operations that were aware of communal, social and environmental benefits such as encouraging and motivating employees to do volunteer works and public good activities in participation with community and society as well as adhering to business operations based on fairness, honesty, transparency and social responsibility
2. The Suitable Corporate Social Responsibility Management Strategies Model in Lao PDR. Context comprised 1) principles for devising corporate social responsibility management strategies model would foster their directional operations 2) the purpose was to serve as an important model for effective implementation of corporate social responsibility management strategies. 3) The elements of strategies adopted the following: Strategy 1 - ‘strengthening staff competency and development’, Strategy 2 - ‘supporting communities and societies to achieve sustainable development’, Strategy 3 - ‘stimulating management for quality of life of communities and societies’, and Strategy 4 - ‘social & community engagement and corporate social responsibility monitoring and evaluation’. Lastly, 4) the model’s outcomes could be translated into a guideline for directors and personnel in business sector to properly engage in self- development and preparation in response to demands and needs. This was to deal with changes and competitions and to build a greater business confidence in Lao PDR.
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