International Business Management

Year: 2017
Volume: 11
Issue: 2
Page No. 498 - 507

Exploring the Domains of Harmonious Culture-Based Corporate Social Responsibility (CSR)

Authors : Gusti Agung Teja Kusuma, Made Wardana, Ni Nyoman Kerti Yasa and Putu Gde Sukatmadja

Abstract: The purpose of this sudy to argue the importance of considering the religious dimension as a basis of Corporate Social Responsibility (CSR) especially for countries whose culture is based on harmony. This study used qualitative methods and the subjects are Balinese people in Indonesia which has harmonious culture practices. he findings show that harmony-based CSR in religious life formed by three dimensions: Dana Punia (religious gift), worship life and religious enlightenment program. he community supports ompanies to do ana Punia ut the community refused when used it as a strategy for corporate purposes, so that the nature of the CSR dimensions has been broken into two parts related to its direct function as a strategic instrument for the company’s performance. Other findings show that harmony-based CSR of human with the environment is not only limited to physical environmental value but also to the intrinsic environmental value. Research limitations/implications: there is a need to deliver the operational scale related to two orientations of environmental value whether intrinsically or physically oriented. Practical implication; creativity is needed to establish communication to the public with regard to CSR Dana Punia. Originality/value: The three dimensions of harmonious culture-based CSR is a more complete way to understand the scope of CSR. The result of this study also creates the concept of CSR that has universal value not only for Western culture but also for the religious communities of Eastern culture.

How to cite this article:

Gusti Agung Teja Kusuma, Made Wardana, Ni Nyoman Kerti Yasa and Putu Gde Sukatmadja, 2017. Exploring the Domains of Harmonious Culture-Based Corporate Social Responsibility (CSR). International Business Management, 11: 498-507.

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