Corporate social responsibility has been a buzzword for many years but also has experienced major changes in interpretation and different focus in large corporations‟ operating models. In particular, since 2008, when economic and financial crisis forced managers and stakeholders to review business strategies and budgets, corporate social responsibility activities often were set between pure marketing activities based on business case analysis and philanthropic giving for the good as another extreme. It is not clear which direction and emphasis in the field of corporate social responsibility activities are addressed and pursued in the future. It is also rather unclear how good CSR programs can be designed and strategically internalized into business organizations. Following the theoretical explanations on strategic stakeholder management and selected corporate social responsibility strategies, the aim of this thesis is to analyze the strategic approach of implementing sustainable and innovative CSR programs in the light of a changed economic environment. In addition, the study examines the effects of innovative CSR activities on employee motivation and work satisfaction. The research question is maintained through a qualitative research approach. In order to gather information and gain rich insight into subject matter, a number of interviews with management and CSR experts from BT Germany, BT in UK and the partnering charity organization were held. The results of the conducted study indicate a current and ongoing refocus and transformation of corporate social responsibility activities in a multinational corporation. The study suggests that strategy and corporate values and objectives are more than ever embedded in corporate social responsibility programs and form part of a wide-ranging management approach of combining business strategy and enlightened self-interest in view of societal and environmental engagement.
Michael Bauer (Thu,) studied this question.