Internal Corporate Social Responsibility Practices of Some Public Institutions: The Case Study of Some Selected Public Universities in Ghana.

Abstract

This research explores how internal corporate social responsibility (ICSR) practices are incorporated within select public universities in Ghana, using stakeholder theory as its foundation. Conducted through a qualitative, exploratory design, the study engaged eight staff members from two public universities, selected via convenience sampling. The findings provide a detailed understanding of how ICSR is embedded into university operations, revealing key strategies, challenges, and results. The study emphasises the transformative potential of ICSR in aligning public institutional responsibilities with broader social welfare goals. It moves beyond traditional motivational tools, highlighting the significance of employee training, improved working environments, and a supportive organisational culture. These aspects reinforce stakeholder theory’s focus on inclusive decision-making and addressing varied employee interests. However, the research also identified barriers to effective ICSR implementation, such as limited financial resources, vague strategies for integration, and difficulties in defining ICSR-related activities. In response, the study recommends clearer implementation frameworks, better funding, and a shift toward initiatives centred on employee well-being. These measures aim to create a supportive work culture while enhancing the societal impact of ICSR in public institutions.