Class #2630

Student ID– 1552845

CRK -7030 - Dissertation

Robert Kennedy College
Online Campus College
University of Cumbria
SUPERVISOR: Dr. AlistrairBensan

TITLE: Effect of Orgabziational Stratagic management on the perfromance of

Corporate Social Responsibility: The Case of Saudi Arabia

Research Proposal submitted in partial fulfillment of the requirements of the

Master of Business Administration of the University of Cumbria
Table of Contents

Chapter 1 ---------------------------------------------------------------------------- Introduction

2
1.1 Background of Study ---------------------------------------------------------------- 2
1.2 Problem Identification -------------------------------------------------------------- 32
1.3 Research Aim ------------------------------------------------------------------------- 3
1.4 Objectives of Study ------------------------------------------------------------------ 3
1.5 Research Questions ------------------------------------------------------------------ 3
1.6 Significance of Study --------------------------------------------------------------- 43
Chapter 2Literature Review
4
2.1 Conceptual Framework ------------------------------------------------------------- 65
2.2 Research Hypothesis --------------------------Error! Bookmark not defined.6
Chapter 3Research Methodology
7
References -------------------------------------------------------------------------------118

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Chapter 1 Introduction

1.1 Background of Study

In the present era of global competition, the term Corporate Social Responsibility has
gained a lot of attention and has become somewhat a buzzword across the academic and
nonacademic field (Lee, 2008). The reason of this attention is enhanced level of customer concern
for their social welfare. Commented [AL1]: Ensure logical progression of thought and
reasoning

CSR can be viewed as the company accountability to operate in, social, economic
environment that is transparent and can increasingly satisfy the stakeholders as required by
laws(Aguinis, 2019). Over the last couple of years many business are diverting their attention
towards the concept of corporate social responsibility (Porter & Kramer, 2011). According to
Asmussen (2019) companies can achieve unique position in the market if they apply and
incorporate CSR as a core strategies. Strategies can be argued as a process of value creation that
can be achieve by adding value to the consumer demands to capture a share in the market. Business
strategies can be viewed as management tool to compete in the market in order to gain the
competitive edge in the market (Lee, 2008).
Business have come under the criticism for contributing major social problems such as
land, water, air, exploitation of raw materials and the challenges has raised how to apply CSR in
strategic management (Aguinis, 2019). According to Porter and Kramer (2006) business are aware
of the public expectations and are struggling to enhance their image as institution that are socially
responsible that enables them to find and contribute solutions to social, economic and
environmental issues. Hence the major challenges are faced by the organizations on how to apply
CSR as strategic management. Maak (2008) argued that Performance of CSR touches many
different activities in and there is a need to develop this concept in business environment. Therefore
increasing risk of social pressure has played a vital role to the evolution of CSR from being a good
will issue into becoming a strategic management practice which would be ultimately a new
challenge for the organizations. Epstein (2018) highlighted that organizations could use their skills
and resources containing the competitive strategies through strategically management practices to
grasp the performance of CSR. As CSR has become the critical issue for the organization they are

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facing. As the organizations have captured concepts of CSR the link between performance of CSR
and strategic management has been given little or less attention. Therefore, the present study
attempts to examine the effect of strategic management practice on the performance management
of CSR in Saudi Arabia.
1.2 Problem Identification
The reason for the organizational performance of CSR remains a dilemma due to the
competitive race of social responsibilities management by the company (Aguinis, 2019). The
Saudi Arabia market environment is continuously changing and is becoming a turbulent. Hence in
order to cultivate reliable image organizations need to analyze environmental dimensions and
establish performance of CSR to cultivate market changing needs. Previous researches
investigated in Saudi Arabia have been done on contextual issues that impacted the performance
of CSR but not on strategic management practices. Hence the purpose of this study is to examine
the effect of strategic management practices on performance management of CSR in Saudi Arabia
1.3 Research Aim
To explore the effects of organizational strategic management on performance of Corporate
social responsibility in the Saudi Arabia.
1.4 Objectives of Study
1. To examine the effect of strategic planning practice on the performance of corporate social
responsibility in Saudi Arabia.
2. To examine the effect of strategic government on the performance of corporate social
responsibility in Saudi Arabia.
3. To examine the effect of strategic quality practice on the performance of corporate social
responsibility in Saudi Arabia.
1.5 Research Questions
This study would be able to provide answers of following questions:

1. What is effect of strategic planning practice on the performance of corporate social

responsibility in Saudi Arabia?
2. Does the strategic government affect performance of corporate social responsibility in
Saudi Arabia?

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 3. Does strategic quality practice affect performance of corporate social responsibility in
Saudi Arabia?
1.6 Significance of Study
The study would be beneficial for Government policy makers. It would help government
to yield leading role in formulating the CSR policy. The research would benefit the research and
consultant as it provides a tool to help manager in systematically thinking the major issues faced
by an organization. Manager would be able to use the strategic management practices to improve
the organizational performance of CSR. The study would benefit the internal and external such as
customers, local communities, NGO, Societies as this would enable organization to build a strong
relation with stake holders that force them to consider certain set of social and environmental
values that helps in achieving competitive edge in the market. This study would benefit the
Academicians as they would be able to build a comprehensive framework to understand the
various thought of corporate social responsibility. The researchers would be able to get the new
insight as the basis for future research.

Chapter 2
Literature Review
Consider Carroll’s pyramid

Literature review idealizes the concept that is set in the research aims and objectives and
tries to find the past reference of the data to be mentioned. A proper literature review focuses on
the optimal fact of the generation of the data objectives to develop the research objectives. The
main research literature is focused in below:
According to Amason (2011) strategic competitive practices is the framework for
assessment and integration of ascendancy for better performance in best of customer care. Budget
management, variation among product and services and role concentrations are the three major
factors for competitive practices porter (2008). Waganjo (2014) studies depicted the affirmative
and substantial effects on the performance of CSR in parastatals by adopting competitive and
strategic management practices at the same time.

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 Corporate governance practices formally needed for the establishment of goals and ensure
coherent business directions. All the initial activities provided by the parastatal either good or
services provision are get affected through the corporate governance activities. . According to the
Monks (2002) corporate governance practices limits power of CEOs, further giving executive level
compensation, better use of independent directors and providing the board members an access to
the outside world. No doubt corporate governance practices have a great impact onto the
performance of CSR. Organizational competitiveness flourish as a result of implication better
corporate governance practices resulting good financial privileges and better performance of
corporate social responsibility (Ho 2005). Strategic planning practices are the best drivers to enable
corporate social responsibility. These practices will not only create awareness but also help in the
formulation of organization’s stakeholder. Change is the only constant and in response to these
changes’ social trends and values to call for business intelligence that initiates innovations
(Lindgreen, 2010). Strategic planning practice is nothing to do with new but the revision and
elaboration of the already existed. Parastatal strategic planning practices not only include
adaptation of environment but those which effect performances of corporate social responsibility.
As per view of Slater (2006) formal analysis and systematic assessment of environmental factors
are very important for objectifying of corporate social responsibility. Performance of corporate
social responsibility dependent on environment factors; thus, parastatals need to check every
change in environment coming their way for better adaptation and increased performance of
corporate social responsibility.
Strategic management practice is a well-equipped and inclusive management approach at
the organizational level for the repossession of better products and services continuous feedback
is a part this ongoing refining process. Strategic quality practices make sure that the customer is
satisfied however they also believe complete participation of organization for the best retrieval of
results. The strategic management practice is set of influential methods that are recommendable
for all the levels hence it positively influences the development of corporate social responsibility
at all the levels of the organization. Strategic management practice and CSR; both value their
selves in a positive contribution to the organization. Compatibility between strategic management
practice and CSR is because of the similarities existed between them in form of ethical values and
principles. According to Bon and Mustafa (2013) strategic management practice has different sets
and each organization select and based on the set of the same kind. The seven practices noted by

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them are based on different sets i.e. top administration management, staff authorization, staff
engrossment, client motivation, drills required, data examination and continuous enhancement.
According to Saman (2012) not only shows the best utility of strategic management practices; in
addition, it also ensures that strategic management practices heightens the enactments of Corporate
social responsibility.
Corporate social responsibility performance is the measuring way of performance done by
corporate social responsibility. Corporate social responsibility performance will provide five ways
for the audit of this performance. As per view of Santos (2011) recommend three main categories
evaluation of the performance that is expert evaluation single and multiple issue indicators and
survey of managers forever it has been observed that the first two indicators work as one
dimensional aspect of Corporate social responsibility however the surveys can be used for the
evaluation of performance of Corporate social responsibility.
As per view of Stirling, (2016) showed set of 4 approaches for the performance assessment
of corporate social responsibility. These four approaches include reputation catalogues and
databanks, single and multiple pointers, content scrutiny of Commercial publications scales
measuring Corporate social responsibility at individual level, and scales measuring Corporate
social responsibility at organizational level. Most of the results retrieved in form of performance
assessment from different approaches might be substantial or insignificant. Tari and claver (2008)
studied effects of quality management on various components that is client and culture. According
to them a firm can invest in the best of corporate social responsibility performance to improve its
market profitability and sales. If an organization is fully known with its client’s current and future
requirements, then and it has not only the chance to fulfill their expectations but it can also manage
to answer their complaint accurately and on time. Strategic quality management it is positively
related to the performance of corporate social responsibility.

2.1 Conceptual Framework

The researcher has developed following framework for achieving the purpose of the
research. The research framework shows the Effect of organizational strategic management on the
performance of corporate social responsibility.

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 Strategic Competitive Pratice

Strategic Corporate
Governance practice

Corporate Social Responsibility

Performance

Strategic Planning Practice

Strategic Quality
Management

Chapter 3

Research Methodology

The study adapted a survey research design using quantitative approach and ought to
establish the effect of Strategic management practice on the performance of corporate social
responsibility. The data will be collected using questionnaire.
According to Saunders (2007) population is the accumulation of individual from which
sample is taken and is real form of logical questioning. Haier et al. (2003) mentioned target
population to include all those items that a researcher wants to investigate. In the view of the fact,
the study involves all the industries to be enlisted in Saudi Arabia especially in Dammam.

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 The random sampling technique will be use in the study. As from the total population three
major industries are being targeted: Agriculture industry, Oil and Gas industry, Energy and
petroleum industry. The questionnaire will be randomly distributed to the CEO, Managers, finance
managers, Public relation manager, and CSR strategy manager
Descriptive statistics is use to provide the simple summary about the sample and
observation. It describes the main feature of data collection. It shows the mean, standard deviation
of both depended and independent variables. The correlation is one of the widely use statistical
concept. It refers to the mutual relationship or association between the variables. It ranges is
between -1 to +1. A value 0 indicates that there is no relationship between the variables. A value
less than 0 indicate the negative relationship between the variable that is the value of one variable
increases the value of other variable decreases. The value greater the 0 indicate the positive
relationship between the variables that is value of one variable increase the value of other variable
increase. Regression analysis is powerful statistical tool that allows researcher to examine the
relationship between the dependent and independent variable. In order to run the regression
analysis, the basic form of regression method includes unknown parameter (B), dependent variable
(X) and independent variable (Y). Regression model basically specifies the relation of dependent
variable to function combination of independent variable and unknown parameters.

Chapter One

Introduction

Introduction: Provide a brief introduction of the work. This should seek to

identify from the outset what you are doing, why you are doing it (in terms
of importance) and potential benefits (in terms of contribution).

Background: provide a brief outline of the main concepts you will be

focusing. Identify prominent academic scholars or debates that will be the
focus of later chapters.

Aim and Objectives: Provide one main aim, the usual practice is to revisit
your project topic and then turn this into the aim using action phrases such
as to explore, examine etc. Identify 3-4 research objectives, which flow from

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the main aim. Ensure there is a thread that flows from the topic to the aim
and research questions and objectives. Also ensure that the literature review
carried out supports the main aim of the project. It is better at this juncture
to spend time mulling over this as it saves time and effort later on.

Example

Topic: A comparative analysis of the impact of gender differences on pay

and career progression among male and female employees in the UK IT
industry

Research aim: To explore the impact of gender differences on pay and career
progression among male and female employees in the UK IT industry

Research objective:

 To ascertain if female employees receive comparative pay and career

progression compared to their male counter parts
 To explore gender differences on career progression of male and
female employees
 To examine which gender has better career progress
 To explore if factors other than gender affect male and female career
progression
 To assess strategies which can be adopted to bridge the gender gap
between male and female employees

Research Questions:

 Do female employees receive comparative pay and career progression

compared to their male counter parts?
 Are there gender differences on career progression of male and female
employees?
 If so which gender has better career progress?
 Are there factors other than gender, which affect male and female
career progression?
 What can be done to bridge the gender gap between male and female
employees?

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Methodology

Provide a brief overview of the methodological consideration of the project.

Ensure you are clear about the types of research and which you are using.
The type of techniques and the methods you will be adopting. Consider any
ethical issues and confidentiality where primary research is used.

Nature of research and research philosophy

Primary versus Secondary data

Primary data: Technique: qualitative and quantitative

Qualitative: Interview, focused group etc.

Quantitative: Questionnaires, experiments etc.

Secondary: Textbook, articles

Project Outline: Provide a 2 line summary of the content and purpose of each
chapter

Conclusion: Provide a summary of the chapter (what have you covered in

the chapter), introduce the next chapter.

Some of the information in the proposal can be utilized in developing

chapter

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References
Aguinis, H. and Glavas, A., 2019. On corporate social responsibility, sensemaking, and the search
for meaningfulness through work. Journal of Management, 45(3), pp.1057-1086.
Amason, A., 2011. Strategic management: From theory to practice. Routledge.
Bon, A.T. and Mustafa, E.M., 2013. Impact of total quality management on innovation in service
organizations: Literature review and new conceptual framework. Procedia
Engineering, 53, pp.516-529.
Dyck, A., Lins, K.V., Roth, L. and Wagner, H.F., 2019. Do institutional investors drive corporate
social responsibility? International evidence. Journal of Financial Economics, 131(3),
pp.693-714.
Epstein, M.J., 2018. Making sustainability work: Best practices in managing and measuring
corporate social, environmental and economic impacts. Routledge.
Kriauciunas, A., Parmigiani, A. and Rivera‐Santos, M., 2011. Leaving our comfort zone:
Integrating established practices with unique adaptations to conduct survey‐based strategy
research in nontraditional contexts. Strategic Management Journal, 32(9), pp.994-1010
Lindgreen, A., Córdoba, J.R., Maon, F. and Mendoza, J.M., 2010. Corporate social responsibility
in Colombia: Making sense of social strategies. Journal of business ethics, 91(2), pp.229-
2
Monks, R.A., 2002. Creating value through corporate governance. Corporate Governance: An
International Review, 10(3), pp.116-123.
Sasaka, P.S., Namusonge, G.S. and Sakwa, M.M., 2015. Effect of strategic management practices
on the performance of corporate social responsibility of Parastatals in Kenya. International
Journal of Arts and Commerce, 9(4), pp.69-91.
Schrempf-Stirling, J., Palazzo, G. and Phillips, R.A., 2016. Historic corporate social
responsibility. Academy of Management Review, 41(4), pp.700-719.
Waiganjo, E.W., 2014. Effect of competitive strategies on the relationship between strategic
human resource management and firm performance of Kenya’s corporate organizations.
Zakuan, N., Muniandy, S., Saman, M.Z.M., Ariff, M.S.M., Sulaiman, S. and Jalil, R.A., 2012.
Critical success factors of total quality management implementation in higher education
institution: a review. International Journal of Academic Research in Business and Social
Sciences, 2(12), p.19.

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