Search results

This paper aims to develop an integrated model to analyse the corporate social responsibility (CSR) perception of organizations in a regulated environment. The developed model is used as a basis to analyse practice and perception of CSR using the obligation-opportunity concepts.

The paper critically reviews the seminal literature and identifies inherent shortcomings in CSR’s existing conceptualizations. The concepts of implicit and explicit CSR are used to build a case for the integrated obligation-opportunity conceptual model. To analyse the CSR perception of select Indian organizations, a set of propositions are developed. The propositions are evaluated using the interpretive qualitative approach to analyse interviews from 12 CSR heads across 10 organizations.

The paper develops an obligation-opportunity conceptual model as an analytical tool to visually map existing CSR models and analyse organizations’ CSR perceptions. The results of the analysis of interviews suggest: the organizations in India are contributing towards CSR to abide by the law that is as an obligation; organizations can contribute towards strategic CSR by incorporating economic, social and environmental responsibilities simultaneously with the help of the developed model; CSR environment in India is implicitly-explicit in nature.

The proposed obligation-opportunity model enables mapping different theories along the dimensions of obligation-opportunity conceptualizations. It can be a powerful tool for researchers and practitioners to understand, research and strategically implement CSR in the given institutional environment.

The learning outcomes are as follows: to familiarize students with the concept of segmentation, targeting and positioning; to make students understand the need and process of building a brand; to help students to identify the market gap and meet customer’s requirement by delivering the right value proposition; and to examine the feasibility of business opportunity, develop a business plan and run a successful firm.

This case is about the quest of three MBA students who accidentally get into argument about footwear brands. This argument leads them to Punjabi ethnic footwear popularly known as “Punjabi Jutti.” They decide to understand the background of “Punjabi Jutti” and the possibility of developing a brand for the same. An extensive research was carried out through the various online and offline platforms. The research included searching through the existing literature, collecting data from the various online platforms such as e-commerce websites and interviews from the field. The research revealed that this traditional artwork is an unorganized sector. The manufacturers and marketers are two main parts of this business. However, the mainstay of the business is the skilled labors who know the art of making “Punjabi Jutti.” This art has been inherited by them from their previous generations. Also, it was found that there was good demand of the “Punjabi Jutti” in India and it was exported to various countries as well. Customers had a mix response toward these products. This extensive research has now put these students in a dilemma as to what should be the next step. Should they step into this business by creating their own brand? Will this entrepreneurship venture be sustainable? If they created a brand for the “Punjabi Jutti” then what kind of brand it would be?

Post graduate, entrepreneurs.

Teaching Notes are available for educators only.

CSS 3: Entrepreneurship.