A Capability Framework for Analyzing Corporate Social Responsibility Performance

  • Fazreena Mansor Faculty of Business and Management, Universiti Teknologi MARA Raub Cawangan Pahang, Malaysia.
  • Siti Hasziani Ahmad Faculty of Business and Management, Universiti Teknologi MARA Raub Cawangan Pahang, Malaysia.
  • Hamnah Che Hamzah Faculty of Business and Management, Universiti Teknologi MARA Raub Cawangan Pahang, Malaysia.
  • Syedda Fareeha Hussain Academy of Language Studies, Universiti Teknologi MARA Raub Cawangan Pahang, Malaysia.
Keywords: framework, corporate social responsibility, performance, genuine, public relation


In the present aggressive world of competition, corporate social responsibility (CSR) strategies are becoming important weapons for organizations to perform well and achieve their goals. In this respect, organizations need to assess their CSR performance and improve their actions for a more genuine approach. We present an insightful framework to explain the effectiveness of CSR strategies by proposing four dimensions- weak versus strong, narrow versus broad, strategic versus genuine, and public relation (PR) profile versus no public relation (PR) profile. The proposed framework can be used to assess organizational CSR performance and as a decision tool for the CSR practices that should be improved especially in the wake of the Coronavirus (COVID-19) pandemic. The framework will also help devise ways and means to assist the nation to combat the repercussions of the slowdown and mitigate the after-effects of the pandemic by evaluating current CSR practices. Based on the proposed tool, a model of CSR management for genuine social change was developed to help organizations define its best practices and improve CSR actions.


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How to Cite
Mansor, F., Ahmad, S. H., Che Hamzah, H. and Hussain, S. F. (2022) “A Capability Framework for Analyzing Corporate Social Responsibility Performance”, Malaysian Journal of Social Sciences and Humanities (MJSSH), 7(8), p. e001708. doi: 10.47405/mjssh.v7i8.1708.

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