Effect of Investors and Local Communities Corporate Social Responsibility Programmes on Performance of Style Industries Limited in Nairobi County

Authors

  • Francis Tom Baariu Management University of Africa
  • Dr. Alaka D Opollo Management University of Africa

Abstract

Corporate Social Responsibility (CSR) is about how a business entity gives back to its stakeholders in a sustainable and acceptable manner. It is therefore imperative that businesses run their operations within the precepts of the law of the land in which they operate and other regulations prescribed by authorities like business associations and government agencies. However, Darling Kenya limited have not fully implemented the CSR operations. There is need to quantify the exact benefits that accrue from every CSR activity in order to justify the performance of style industries limited in Nairobi, Kenya. The study focused on the effect of investors and local communities corporate social responsibility on the performance of style industries limited in Nairobi, Kenya. The target population for the study was 540 employees of the style industries in all the four areas of Mwingi, Rongo, Muranga and Nairobi. The sample size selected was 162 employees. Questionnaires were used to collect data that was analyzed using descriptive and inferential statistics. A multiple linear regression analysis model was used to test the relationship between the investors and local communities CSR Programmes and performance. The study found that Investors CSR and Local Communities CSR had a significant and positive relationship with Performance of manufacturing companies in Nairobi.  The study recommended that industries should cultivate investors and local communities CSR for performance improvement.

Keywords: Investors, Local communities, Corporate Social Responsibility, Performance and Style Industries Limited

 

Author Biographies

Francis Tom Baariu, Management University of Africa

Postgraduate Student

Dr. Alaka D Opollo, Management University of Africa

Lecturer

References

Anlesinya, A., Ahinsah, J., Bawa, F., Appoh, E. W., & Bukari, Z. (2014). The Effect of Corporate Social Responsibility on Financial Performance of MTN Ghana Limited. International Journal of Thesis Projects and Dissertations, 2(1), 1-8.

Baker, M. (2011).Corporate Social Responsibility,[Online] Available: http://net/csr/articles.php.

Clarkson, M. (1995), A stakeholder framework for analyzing and evaluating corporate social performance, Academy of Management Review, 20, 92-117.

Donaldson, T., Dunfee, T.W. (1999), Ties That Bind, Harvard Business school press, Boston, MA.

Freeman, R.E. (1984), Strategic Management: A Stakeholder Approach, Pittman, Boston, MA

Freeman, R.E. (1997). Strategic management: A stakeholder approach. Boston:Pitman publishing.

Friedman, M. (2006).Capitalism and freedom. London: University of Chicago press.

Gathungu, J. M. & Ratemo, N. Z. (2013). An Assessment of the Impact of CorporateSocial Responsibility on the Strategic Intent at Standard Chartered Bank Kenya Limited. International Journal of Education and Research, 1(5) 1-16.

Gray, R.H., Dillard, J., & Spence, C. (1996), Social accounting as if the world matters: an essay in postalgia and a new absurdism, Public Management Review, 11(5), 545-73.

Gustavson, R. (2008). The directors’ perspective of corporate social responsibility.Cariberra: The Australian National University

Holme, R., & Watts, P. (2000). Corporate Social Responsibility: Making goodbusiness sense. Oxford: World Business Council for Sustainable Development.

Muriuki, T. N. (2008). Corporate social responsibility link to strategy among mobile telephone service providers in Kenya(Doctoral dissertation, University of Nairobi).

Okoth, D. O. (2012). TheEffect of Corporate Social Responsibility on the FinancialPerformance of Commercial Banks in Kenya. An unpublished MBA Researchproject, University of Nairobi.

Ong’olo, P. B. (2012). Relationship between Corporate Social Responsibility Practicesand Market Share among Supermarkets in Kisumu Town. An unpublished MBAResearch project, University of Nairobi.

Obusubiri, M. M. (2006). A study of Corporate Social Responsibility and Portfolio Performance at the Nairobi Stocks Exchange. Unpublished MBA thesis.

Porter, M. E. (2011).Strategy and the Internet. Harvard Business Review. 76(6), 77-90.Suchman, M.C. (1995), Managing legitimacy: Strategic and institutional approaches:Academy of Management review, 20, 571-610.

Downloads

Published

2017-12-08

How to Cite

Baariu, F. T., & Opollo, D. A. D. (2017). Effect of Investors and Local Communities Corporate Social Responsibility Programmes on Performance of Style Industries Limited in Nairobi County. Journal of Entrepreneurship & Project Management, 1(1), 12–23. Retrieved from https://stratfordjournals.org/journals/index.php/journal-of-entrepreneurship-proj/article/view/42

Issue

Section

Articles