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CSR manager competencies: a case study from Thailand

Author

Listed:
  • Nadhakan Shinnaranantana
  • Nicholas J. Dimmitt
  • Sununta Siengthai

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.

Suggested Citation

  • Nadhakan Shinnaranantana & Nicholas J. Dimmitt & Sununta Siengthai, 2013. "CSR manager competencies: a case study from Thailand," Social Responsibility Journal, Emerald Group Publishing Limited, vol. 9(3), pages 395-411, July.
    • Handle: RePEc:eme:srjpps:v:9:y:2013:i:3:p:395-411
    DOI: 10.1108/SRJ-07-2011-0053
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    Citations

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    Cited by:

    1. Lucas Inacio Santos & Rosley Anholon & Dirceu Silva & Carlos Raul Etulain & Vasco Sanchez Rodrigues & Walter Leal Filho, 2022. "Corporate social responsibility projects: critical success factors for better performance of Brazilian companies and guidelines to qualify professionals and entrepreneurs," International Entrepreneurship and Management Journal, Springer, vol. 18(4), pages 1685-1706, December.
    2. Xingqiang Du & Yingjie Du & Quan Zeng & Hongmei Pei & Yingying Chang, 2016. "Religious atmosphere, law enforcement, and corporate social responsibility: Evidence from China," Asia Pacific Journal of Management, Springer, vol. 33(1), pages 229-265, March.
    3. Muhammad Yasir & Abdul Majid & Muhammad Yasir & Hassan Qudratullah & Raza Ullah & Amira Khattak, 2021. "Participation of hotel managers in CSR activities in developing countries: A defining role of CSR orientation, CSR competencies, and CSR commitment," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 28(1), pages 239-250, January.
    4. Nambira Geoffrey & Indongo Maria, 2017. "Exploring the benefits of CSI on the growth of emerging SMEs in Namibia: Evidences from Lock and Keys," International Journal of Innovation and Economic Development, Inovatus Services Ltd., vol. 2(6), pages 59-72, January.
    5. Azilah Kasim & Bussalin Khuadthong & Noormala Jailani & Muhammad Fauzi Mokhtar & Jasmine Zea Raziah Radha Rashid Radha & Maebel Leong, 2022. "The Importance of Community Perspectives on Hotel Community-Related CSR: A Position Paper," Sustainability, MDPI, vol. 14(8), pages 1-17, April.

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