Corporate Social Responsibility (CSR) communication patterns in an emerging market: An exploratory study

Abstract

Purpose

The purpose of this paper is to explore the concept of Corporate Social Responsibility (CSR) communication. This paper specifically aims at introspecting into CSR communication patterns in the Egyptian context, where the top ten companies in the Egyptian Stock Exchange–Environmental, Social and Governance Index (EGX-ESG) are sampled.

Design/methodology/approach

The paper presents an exploratory study where content analysis of the communications of the ten top-listed companies in the ESG Index in Egypt was analyzed.

Findings

The results showed that most companies are using the “stakeholder information” strategy, with the “stakeholder involvement” strategy being the least used.

Research limitations/implications

The results are limited to the use of the content analysis method which is a qualitative methodology. Hence, the results should be generalized with caution.

Practical implications

CSR communication is crucial to the success of companies, regardless of business size, industry or culture. Several aspects of CSR communication, to this day, remain vague for academics and practitioners alike. Therefore, additional insights about the topic should be generated. The present work aids in the understanding of CSR communication as a facet of organizational change and a new trend in emerging markets.

Social implications

The current exploratory study sheds light on the topic of CSR communication in an important emerging market in transition, namely Egypt. The results of the communication strategies utilized by the top-listed companies can be generalized to other similar contexts.

Originality/value

The majority of the studies conducted on this particular topic took place in the USA and Europe; hence, few insights are provided about the concept in emerging markets.

Citation

El-Bassiouny, N., Darrag, M. and Zahran, N. (2018), "Corporate Social Responsibility (CSR) communication patterns in an emerging market: An exploratory study", Journal of Organizational Change Management, Vol. 31 No. 4, pp. 795-809. https://doi.org/10.1108/JOCM-03-2017-0087