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Considering the influence of corporate social responsibility (CSR) drivers in corporate behavior and, ultimately, in business and society relationships, this study aims to investigate the CSR drivers in Nepal.

The study employs an exploratory qualitative research design. Data were collected through semi-structured interviews with 22 executives and managers of listed companies in Nepal. A reflexive thematic analysis approach was used to analyze the data.

Strategic imperatives, coercive factors and moral considerations characterize the major drivers of firms’ CSR practices in Nepal. Specifically, a firm’s reputation, publicity, legal requirements, enlightened shared values and cultural tradition are the main drivers of CSR. Strategic imperatives are the main drivers of CSR for banking and financial institutions, whereas external institutional pressures are the main drivers for other sectors.

Managers can make institutional arrangements for CSR to fulfill their strategic needs and better respond to formal (e.g. legal requirements) and informal (e.g. cultural tradition) institutional factors. Policymakers can incorporate fiscal-economic instruments, such as CSR awards, in CSR-related legal provisions to simultaneously fulfill the strategic needs of the business and social goals of the government.

This study uncovers vivid CSR drivers in a distinct socioeconomic context of Nepal. Likewise, this is perhaps the first research regarding the drivers of CSR, exploring the views from different managerial levels and covering diverse industry sectors in the least developed country contexts like Nepal.

Cultivation of a learning culture and subsequent enhancements in employee performance can be translated through employee engagement. This study aims to examine the mediating role of employee engagement in the relationship between the learning culture and employee performance.

This research adopted a quantitative approach, wherein 450 questionnaires were distributed among employees in both public and private sectors in Nepal. A total of 389 questionnaires were returned, followed by two to three reminders. Convenience sampling was utilized, and the data was collected through a questionnaire survey. Descriptive analysis and Structural Equation Modeling – Path analysis was used to describe and hypotheses testing. Data was analyzed using SmartPLS 4.0 and SPSS 24v.

It was found that employee engagement has a mediating effect on the relationship between the learning culture and employee performance. Learning culture also has a positive influence on employee engagement that eventually affects the performance of the employees. This conclusion suggests that fostering a learning culture within an organization should be focused on cultivating an environment that promotes active employee participation, thereby enhancing overall employee performance.

This article provides significant insights into the cultivation of a learning culture inside firms, with a specific focus on establishing an atmosphere that fosters active employee engagement to improve overall employee performance in the service sector. This tool has the potential to facilitate further investigation and progress within the area, while also promoting the adoption of evidence-based learning practices and their associated implications.