CSR manager competencies: A case study from Thailand

Nadhakan Shinnaranantana, Nicholas J. Dimmitt, Sununta Siengthai

    Research output: Contribution to journalArticlepeer-review

    19 Scopus citations

    Abstract

    Purpose - This study aims to analyze the skills and competencies required of corporate social responsibility (CSR) managers through best case practice in Thailand. It attempts to define and identify how large companies use such attributes with regard to knowledge, attitudes, and practical skills. It also examines the organizational competency framework of strategy for integrating CSR and its associated skills into mainstream business. Design/methodology/approach - As a qualitative study, the methodology used for collecting data consisted of both open-ended and focused interviews with managers, and consultations with staff who implement CSR in these large companies. Secondary data from annual reports, sustainability reports and CSR reports were also analyzed. Findings - The interviews indicated that specific skills and competencies were needed for managing CSR, but these varied, and a competency framework for Thai corporations was developed. Research limitations/implications - The interviews were limited to only the CSR managers. Thus, the generalization of the findings to other industries should be done with caution. Practical implications - A CSR competency framework for managers is provided, which can supply CSR skills and competencies model for other managers and practitioners. Originality/value - The paper has value in that it provides an analysis of the CSR skills and competencies of the leading corporations in Thailand.

    Original languageBritish English
    Article number17094336
    Pages (from-to)395-411
    Number of pages17
    JournalSocial Responsibility Journal
    Volume9
    Issue number3
    DOIs
    StatePublished - 2013

    Keywords

    • Corporate social responsibility
    • Qualitative approach
    • Skills and competencies
    • Social responsibility
    • Thailand

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