Barriers to Corporate Social Responsibility: the perceptions of a leading non-governmental organization

Diego Valerio de Godoy Delmonico; Hugo Henrique dos Santos; Octaviano Rojas Luiz; João Victor Rojas Luiz; Bárbara Stolte Bezerra; Rosane Aparecida Gomes Battistelle

doi:10.15675/gepros.v15i4.2706

Autores

Diego Valerio de Godoy Delmonico Universidade Estadual Paulista, Faculdade de Engenharia de Bauru http://orcid.org/0000-0001-5268-190X
Hugo Henrique dos Santos Universidade Estadual Paulista, Faculdade de Engenharia de Bauru http://orcid.org/0000-0003-1366-3615
Octaviano Rojas Luiz Universidade Estadual Paulista, Faculdade de Engenharia de Bauru http://orcid.org/0000-0002-8994-589X
João Victor Rojas Luiz Universidade Estadual Paulista, Faculdade de Engenharia de Bauru http://orcid.org/0000-0001-5641-9888
Bárbara Stolte Bezerra Universidade Estadual Paulista, Faculdade de Engenharia de Bauru http://orcid.org/0000-0002-8459-4664
Rosane Aparecida Gomes Battistelle Universidade Estadual Paulista, Faculdade de Engenharia de Bauru http://orcid.org/0000-0002-6958-7714

DOI:

https://doi.org/10.15675/gepros.v15i4.2706

Palavras-chave:

analytic hierarchy process, multicriteria decision making, CSR, non-governmental organizations, sustainable development.

Resumo

Purpose – This study aims to identify the main barriers to develop Corporate Social Responsibility (CSR) from the viewpoint of a leading Non-governmental Organization (NGO). The proposed methodology evaluates the importance attached to different classes of barriers to CSR from the privileged perspective of a Brazilian NGO.

Theoretical framework – This study was based on the current theory of barriers to CSR initiatives and multicriteria decision making.

Design/methodology/approach – The Analytic Hierarchy Process (AHP) method was used to assess and prioritize barriers to CSR through expert opinion. The ranking of stability was tested through a sensitivity analysis of the assigned weights.

Findings – The results indicate that the main barrier is a lack of commitment of senior management. By contrast, the least determining barriers were a lack of social auditing, diversity, and customer awareness.

Originality/value – The article contributes by extending the application of multiple-criteria decision-making methods to CSR and evaluating the relative importance of the barriers. This study also offers empirical results that broaden the discussion on barriers to social responsibility, guiding managers and decision makers who lead CSR initiatives in organizations to understand which barriers should be overcome, and where managers should focus their effects to do so.

Keywords - Analytic hierarchy process; Multicriteria decision making; CSR; Non-governmental organizations; Sustainable development.

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