Author
Listed:
- Rolando Eslava-Zapata
- Zuleima Tuta-Téllez
- Francisco Sierra-Narváez
Abstract
Introduction: the objective of the research is to propose strategies for inter-institutional cooperation between the university, business, and state, framed in corporate social responsibility, to generate opportunities for access to higher education for students of the Dreams Project of the Colombian Institute of Family Welfare (Instituto Colombiano de Bienestar Familiar). Method: the research is qualitative and designed using grounded theory. First, a documentary review was conducted, and then an interview was conducted with fourteen key informants, whose responses were analyzed using the Atlas IT program. Results: four categories of University Social Responsibility were found: organizational impact, cognitive impact, educational impact, and social impact. The results show a panorama where universities in the region are making significant efforts on several fronts of Corporate Social Responsibility, but still face considerable challenges. The need for better articulation between universities, government, and the private sector is a recurring theme, as is the urgency of making their contributions to society more visible. In addition, strengthening ethical teaching and promoting a more effective corporate citizenship stand out as key areas for improvement. Conclusions: corporate Social Responsibility can play a crucial role in strengthening partnerships between these actors by providing a framework for collaboration based on common social and economic development objectives. Implementing cooperation strategies that integrate Corporate Social Responsibility allows the creation of synergies between universities, businesses, and states and optimizes available resources.
Suggested Citation
Rolando Eslava-Zapata & Zuleima Tuta-Téllez & Francisco Sierra-Narváez, 2024.
"Corporate Social Responsibility of university, business and state: cooperation strategies,"
Management (Montevideo), AG Editor, vol. 2, pages 1-92.
Handle:
RePEc:dbk:manage:v:2:y:2024:i::p:92:id:1062486agma202492
DOI: 10.62486/agma202492
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