SCHOOL OF GRADUATE STUDIES AND RESEARCH (SoGSaR) FACULTY OF PUBLIC RELATIONS, MARKETING AND ADVERTISING AN EVALUATION OF THE USE OF CSR AS A TOOL FOR GAINING SOCIETAL INFLUENCE AND POWER BY ANITA ENYONAM DZIKUNOO MASPRM23008 A DISSERTATION SUBMITTED TO THE UNIVERSITY OF MEDIA, ARTS AND COMMUNICATION-INSTITUTE OF JOURNALISM (UniMAC-IJ) IN PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE AWARD OF A MASTER OF ARTS DEGREE IN STRATEGIC PUBLIC RELATIONS MANAGEMENT SUPERVISOR: DR. ISAAC TANDOH NOVEMBER, 2024 i DECLARATION BY STUDENT I hereby declare that this research is a result of my own original research and that no part of it has been presented for another degree in this university or any other higher education institute. I further declare that all the sources that I have used or quoted have been indicated and acknowledged by means of complete references. Anita Enyonam Dzikunoo MASPRM23008 AED 28/11/2024 Student Index number Signature Date CERTIFICATION BY SUPERVISOR This dissertation has been prepared and presented under my supervision according to the guidelines for supervision and formatting of dissertation laid down by the University of Media, Arts and Communication-Institute of Journalism, UniMAC-IJ. Dr. Isaac Tandoh IT 28/11/2024 Supervisor Signature Date ii ABSTRACT The study aimed to examine the ethical implications of using Corporate Social Responsibility (CSR) as a tool for societal influence, explore the strategic integration of CSR in public relations functions, identify factors that facilitate or hinder the success of CSR activities, and develop a framework for leveraging CSR as an influential tool in society. Grounded in Stakeholder Theory and Legitimacy Theory, the research adopted a qualitative approach, gathering data through interviews with ten participants from diverse organisational backgrounds. The findings revealed that while CSR is often integrated strategically into business and public relations practices, its effectiveness is influenced by transparency, ethical decision-making, and strong stakeholder engagement. Challenges such as resource constraints and public scepticism were identified as barriers. The study recommended that organisations adopt stringent ethical guidelines, emphasise stakeholder involvement, and align CSR activities with genuine community needs to enhance social impact and build trust. The research contributes valuable insights for practitioners seeking to navigate the complexities of CSR in the Ghanaian context, offering practical guidance for aligning corporate actions with societal expectations. Keywords: Corporate Social Responsibility, Public Relations, Stakeholder Theory, Legitimacy Theory, Ghana iii DEDICATION This work is dedicated to my family, with special mention to my mother, Janet Awo Nyadror, for her selflessness and unwavering belief in my potential. iv ACKNOWLEDGEMENTS I express my utmost gratitude to God for His divine guidance and sustenance throughout this academic journey. His blessings have been my source of strength and resilience. My heartfelt appreciation goes to my supervisor, Dr. Isaac Tandoh, for his invaluable guidance, insightful feedback, and dedication. Your support has significantly enhanced my academic experience and understanding. To my family, especially my mother, Janet Awo Nyadror, I owe a debt of gratitude for her endless support and sacrifices. Her understanding and willingness to take on additional responsibilities at home enabled me to focus on my studies. I am also deeply thankful to my friend, Priscilla Yeboah-Kumah, for her constant encouragement and mentorship. Your words of motivation inspired me to persevere. Finally, I acknowledge my lecturers, peers, and colleagues, whose collaboration and shared knowledge enriched this journey. Your input and camaraderie made this experience fulfilling. v TABLE OF CONTENTS DECLARATION BY STUDENT ................................................................................................... i CERTIFICATION BY SUPERVISOR ........................................................................................... i ABSTRACT .................................................................................................................................... ii DEDICATION ............................................................................................................................... iii ACKNOWLEDGEMENTS ........................................................................................................... iv LIST OF ABBREVIATIONS ...................................................................................................... viii CHAPTER ONE ............................................................................................................................. 9 INTRODUCTION .......................................................................................................................... 9 1.1 Background of Study ............................................................................................................. 9 1.2 Problem Statement .............................................................................................................. 11 1.3 Research Objectives ............................................................................................................ 12 1.4 Research Questions ............................................................................................................. 13 1.5 Significance of the Study .................................................................................................... 13 1.6 Scope of the Study............................................................................................................... 15 1.7 Organisation of the Study .................................................................................................... 15 1.8 Chapter Summary ................................................................................................................ 16 CHAPTER TWO ............................................................................................................................ 1 LITERATURE REVIEW ............................................................................................................... 1 2.1 Introduction ........................................................................................................................... 1 2.2 Corporate Social Responsibility ............................................................................................ 1 2.3 CSR and Strategy .................................................................................................................. 2 2.4 CSR, Goodwill and Influence ............................................................................................... 3 2.5 CSR and Ethics...................................................................................................................... 4 2.6 Review of Related Studies .................................................................................................... 5 2.7 Theoretical Framework ......................................................................................................... 8 2.7.1 Stakeholder Theory ............................................................................................................ 8 2.7.2 Legitimacy Theory ............................................................................................................. 8 2.7.3 Suitability of Theories to the Study.................................................................................... 9 2.8 Chapter Summary ................................................................................................................ 11 CHAPTER THREE ...................................................................................................................... 12 RESEARCH METHODLOGY .................................................................................................... 12 3.1 Introduction ......................................................................................................................... 12 3.2 Research Approach ............................................................................................................. 12 vi 3.3 Research Design .................................................................................................................. 13 3.5 Study Population ................................................................................................................. 14 3.6 Sampling Procedures ........................................................................................................... 14 3.6.1 Rationale for Using Non-Probability Sampling ............................................................... 15 3.6.2 Sample Size ...................................................................................................................... 16 3.7 Data Collection .................................................................................................................... 16 3.7.1 Data Collection Tool ........................................................................................................ 17 3.8 Data Analysis ...................................................................................................................... 17 3.9 Ethical Considerations......................................................................................................... 18 3.10 Chapter Summary .............................................................................................................. 19 CHAPTER FOUR ......................................................................................................................... 20 DATA ANALYSIS AND DISCUSSION .................................................................................... 20 4.1 Introduction ......................................................................................................................... 20 4.2 What are the ethical implications of using CSR as a tool for gaining societal influence and power? ....................................................................................................................................... 20 4.2.1 Conceptualizing Corporate Social Responsibility ........................................................ 20 4.2.2 CSR as a Strategic Function vs Tactical Role .................................................................. 23 4.2.3 Integrating CSR with PR Strategies ............................................................................. 25 4.2.4 Aligning CSR Initiatives with Organisational Goals ................................................... 27 4.3 How are CSR activities strategically integrated within public relations functions to align with broader organisational goals? ............................................................................................ 30 4.3.1 Drivers of Successful CSR in Community Relations ................................................... 30 4.3.2 Challenges and Barriers to CSR Effectiveness............................................................. 32 4.3.3 Balancing Societal Expectations and Corporate Objectives ......................................... 34 4.4 What factors facilitate or hinder the ability of CSR activities to achieve influence within society? ...................................................................................................................................... 36 4.4.1 Navigating Ethical Dilemmas in CSR for Societal Influence ...................................... 36 4.4.2 Ensuring Community-Centric vs Organisational-Centric CSR .................................... 39 4.4.3 Ethical Guidelines Governing CSR Initiatives ............................................................. 42 4.5 Proposed Framework........................................................................................................... 44 Figure 1: CSR Influence and Power Model .................................................................................. 45 4.6 Chapter Summary ................................................................................................................ 46 CHAPTER FIVE .......................................................................................................................... 47 SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS ......................... 47 vii 5.1 Introduction ......................................................................................................................... 47 5.2 Summary of Key Findings .................................................................................................. 47 5.3 Conclusion ........................................................................................................................... 50 5.4 Recommendations ............................................................................................................... 51 5.5 Areas for Future Research ................................................................................................... 52 References ................................................................................................................................. 53 APPENDIX ................................................................................................................................... 62 viii LIST OF ABBREVIATIONS CSR – Corporate Social Responsibility KPIFs – Key Practices and Impact Factors PR – public relations CHAPTER ONE INTRODUCTION 1.1 Background of Study Corporate Social Responsibility (CSR) has become an integral aspect of modern business practices. This reflects a commitment to ethical behaviour and contributions to economic development (Tandoh et al., 2022) while improving the quality of life of the workforce and their families as well as of the local community and society at large (Lee et al., 2018). Originating from the notion that businesses should not operate in a vacuum devoid of social accountability, CSR has expanded its reach, impacting stakeholders across a broad spectrum (Carroll, 2021). This expansion positions CSR activities not only as vehicles for community betterment but also as tools for strategic public relations (PR) and corporate governance. As businesses continue to wield significant influence within societies, their engagement in CSR activities is frequently seen through the lens of PR (Awuah et al., 2021). Scholars like Doorley and Garcia (2015), and Somerville and Wood (2016) have argued that PR practices have morphed into a pivotal mechanism through which CSR policies are formulated and communicated, effectively shaping public perceptions and expectations of corporate behaviour. This blending of CSR with PR underscores the shift towards a more strategic approach in managing external stakeholder relationships (Ajayi & Mmutle, 2021), where CSR initiatives are crafted to align with broader corporate goals, fostering goodwill and enhancing reputational capital (Wirba, 2023). However, the intersection of CSR and PR extends beyond mere reputation management. The strategic deployment of CSR activities can, in certain instances, confer disproportionate societal influence on businesses (Alcadipani & de Oliveira Medeiros, 2020), thereby raising questions about the balance of power between corporations and the communities they serve 10 (Mudzanani & Anani-Bossman, 2023). For instance, Bhattacharya et al. (2009) and Carminati (2022) highlight how CSR can be used as a soft power tool, enabling corporations to accrue benefits that extend well into the realms of policy influence and market control. This raises ethical considerations regarding the extent to which business entities should engage in CSR activities and the implications of such engagement on democratic processes and societal equality. Moreover, the perspective that CSR is fundamentally a function of PR invites a reevaluation of how these activities are integrated into the overarching strategic objectives of organisations. This reevaluation necessitates a deeper understanding of how CSR initiatives, while beneficial, might also serve as conduits for enhanced corporate control and influence, subtly embedding business interests within societal concerns (Carroll, 2016). The role of PR in this context is pivotal, as it mediates the relationship between corporate ambitions and community expectations (Osafo, 2020), crafting narratives that resonate with both internal and external stakeholders (Keith, 2023; Kent, 2015). In light of these considerations, the study aims to elucidate the dual roles of CSR as both a contributor to societal welfare and a potential enhancer of corporate influence, scrutinized through the PR lens. Exploring this dual role involves examining the strategies through which PR professionals manage and communicate CSR activities, as well as the implications of these strategies on the power dynamics between corporations and communities. This exploration is vital for developing a comprehensive understanding of the ethical boundaries and strategic responsibilities inherent in the integration of CSR within PR practices. 11 1.2 Problem Statement CSR has become an increasingly significant component of modern business strategy, often lauded for enhancing corporate reputation and fostering goodwill between companies and their communities (Barnett, 2019; Maon et al., 2019). Scholars have noted the symbiotic relationship between CSR and PR, where CSR initiatives are used to align corporate activities with societal values, thereby bolstering brand image and stakeholder trust (Doorley & Garcia, 2015; Somerville & Wood, 2016). However, there remains an under-explored dimension of CSR as a potential mechanism for accumulating disproportionate societal influence, particularly when strategically integrated within PR practices (Alcadipani & de Oliveira Medeiros, 2020; Bhattacharya, Korschun & Sen, 2009). The current literature has extensively explored CSR as a tool for enhancing corporate reputation and building relationships with stakeholders (Pfajfar et al., 2022), yet it falls short of addressing the ways in which CSR can be used to consolidate power and exert influence over public policy and community decision-making. Scholars like Carminati (2022) and Wirba (2023) highlight CSR's capacity to function as "soft power," enabling corporations to subtly shape societal norms and priorities to their advantage. However, few studies critically examine this power dynamic, especially within the context of CSR’s integration into PR strategies. This strategic alignment, while beneficial to corporate interests, raises ethical concerns regarding the potential for businesses to overextend their influence in ways that may not align with broader societal interests (Amo-Mensah & Tench, 2018; Mudzanani & Anani-Bossman, 2023). Moreover, there is a lack of substantial research on the ethical implications of CSR when viewed as a tool for corporate power, particularly in contexts where regulatory oversight is limited or weak, such as in developing nations like Ghana. Existing studies tend to focus on the positive outcomes of CSR, such as community development and environmental sustainability (Ajayi & Mmutle, 2021; Tandoh et al., 2022; Lee et al., 2018), without adequately considering the potential for CSR to become a vehicle for accumulating undue 12 corporate influence. This oversight creates a critical gap in the literature, where the ethical challenges posed by CSR’s influence on public policy, market regulation, and societal decision-making processes remain insufficiently scrutinized. This study, therefore, seeks to address this gap by evaluating how CSR, when strategically deployed within PR frameworks, can serve as a tool for consolidating societal influence and power. It will examine the ethical boundaries of this influence and explore how CSR initiatives, while ostensibly beneficial to society, may also act as conduits for extending corporate control (Carroll, 2016). The study will also assess the unique contextual factors in Ghana, where CSR activities are increasingly shaping community relations and public perceptions (Awuah et al., 2021). In doing so, this research aims to contribute to the ongoing discourse by offering a comprehensive analysis of the dual role of CSR in both enhancing corporate reputations and potentially distorting democratic processes. 1.3 Research Objectives The objectives of this study are designed to critically analyse the integration, influence, and ethical considerations of CSR. Each objective seeks to uncover the dimensions of CSR as a strategic and influential tool in society, guiding the development of an operational framework. Thus, the study will intend; i. To examine the ethical implications of using CSR as a tool for gaining societal influence and power ii. To explore the strategic integration of CSR activities in PR Functions iii. To explore the factors that either facilitate or hinder the ability of CSR activities to achieve influence within society. iv. To develop a Framework for employing CSR activities as an influential tool in the society 13 1.4 Research Questions The following research questions have been formulated to probe the strategic, influential, and ethical dimensions of CSR activities in relation to public relations. 1. What are the ethical implications of using CSR as a tool for gaining societal influence and power? 2. How are CSR activities strategically integrated within public relations functions to align with broader organisational goals? 3. What factors facilitate or hinder the ability of CSR activities to achieve influence within society? 4. Can a framework be developed to employ CSR activities as an influential tool? 1.5 Significance of the Study The significance of this study emerges from illuminating the roles CSR activities play in society. By delving into the operational and ethical dimensions of CSR, this research enriches the academic discourse on the intersection of public relations and social responsibility, thus offering novel insights into how CSR can be effectively managed and utilized to secure a balance between corporate interests and societal welfare. From a knowledge contribution standpoint, this study introduces a conceptual framework that elucidates the pathways through which CSR activities can become influential tools within society. It extends current understandings by situating CSR firmly within PR strategies, thereby advancing theoretical models that encapsulate the dual role of CSR in both benefiting society and enhancing corporate influence. The development of this framework not only fills a gap in existing literature but also serves as a foundational reference for scholars seeking to explore the dynamic interactions between corporate operations and social ethics. 14 On the policy front, the findings of this research have the potential to inform policymakers about the implications of corporate influence through CSR. As companies increasingly adopt CSR strategies to shape public policy and community perceptions, understanding these dynamics is crucial for the creation of regulations that promote transparency and ethical conduct in corporate engagements with society. This study offers evidence-based insights that could guide the formulation of policies aimed at ensuring that CSR activities contribute positively to societal development without compromising democratic processes or community autonomy. In terms of practical relevance, PR professionals stand to benefit significantly from the insights provided by this study. It equips them with strategic knowledge on how to craft CSR initiatives that align with corporate goals while maintaining ethical standards and fostering genuine societal engagement. This can enhance their ability to manage stakeholder expectations and build trust within the community, thereby reinforcing the role of PR as a pivotal element in the successful implementation of CSR initiatives. Furthermore, the research findings will be of interest to a diverse array of stakeholders including corporate managers, community leaders, and CSR practitioners. Each group can utilize the outcomes to better understand the broader impacts of CSR activities and develop more informed strategies that reflect both corporate and community interests. Finally, the study lays a fertile ground for future research by identifying areas where additional investigation is needed, particularly in the application of the developed framework in different industrial contexts or cultural settings. Subsequent studies could explore the variability of CSR impacts across sectors, thereby broadening the scope of knowledge and refining the strategic approaches to CSR in varying organisational landscapes. This ongoing inquiry will continue to enhance the depth and breadth of understanding regarding the strategic use of CSR within public relations, ensuring its relevance and applicability in a rapidly changing global environment. 15 1.6 Scope of the Study The scope of this study will be confined to the examination of CSR activities within Ghana, focusing specifically on how these activities are managed through PR strategies by major corporations across diverse sectors. This will involve qualitative interviews with PR managers, and or CSR coordinators. Through this approach, the study will provide comprehensive insights into the complex dynamics of CSR within the Ghanaian context. 1.7 Organisation of the Study The structure of this study is segmented into five cohesive chapters. Chapter One initiates the discourse by establishing the study's foundation through an extensive introduction to CSR and its integration within PR frameworks. This chapter sets the stage by delineating the study’s objectives, rationale, and the theoretical underpinnings that guide the subsequent investigation. It provides a comprehensive backdrop, situating the relevance of CSR within modern corporate strategies and societal expectations. Progressing from the foundational to the explorative, Chapters Two through Five delve deeper into the core of the study. Chapter Two presents a critical review of existing literature, mapping out the evolution of CSR and its symbiotic relationship with PR, highlighting previous studies and identifying the gaps this study aims to fill. Chapter Three describes the methodological approach, detailing the qualitative techniques employed to gather and analyse data, thus ensuring the research is grounded in robust empirical evidence. The fourth chapter unveils the research findings, drawing connections between the data and the theoretical frameworks established earlier. This chapter is pivotal as it interprets the implications of CSR in society through the lens of PR. Finally, Chapter Five synthesises the entire study, discussing the implications of the findings for stakeholders, offering recommendations for both practice and policy, and suggesting avenues for future research. This last chapter closes the study, leaving the reader with a thorough understanding of the dynamic interplay between CSR activities and public relations practice. 16 1.8 Chapter Summary The chapter serves as the introductory platform for the study, outlining the conceptual terrain of CSR within the broader spectrum of PR. It meticulously defines the study’s scope, objectives, and the theoretical premises that underpin the analysis. By discussing the historical context and the evolving role of CSR in corporate strategy, this chapter sets the groundwork for a deeper exploration into how CSR initiatives can be effectively integrated into PR practices to enhance corporate influence while fostering societal well-being. The chapter concludes by delineating the research significance that guide the investigation, framing the study within current academic and practical discourses on CSR. 1 CHAPTER TWO LITERATURE REVIEW 2.1 Introduction This chapter delves into the existing body of knowledge surrounding CSR and its integration within PR. It explores key theories and frameworks that underpin CSR’s role as both an ethical obligation and a strategic tool for organisations. Relevant literature has been critically analysed to provide insight into how CSR influences societal perceptions, corporate power, and stakeholder relations. Additionally, theoretical perspectives such as Stakeholder Theory and Legitimacy Theory are introduced to frame the study's examination of CSR’s dual capacity to benefit society while enhancing corporate influence. These frameworks guide the critical inquiry into the operational and ethical dimensions of CSR practices. 2.2 Corporate Social Responsibility Corporate Social Responsibility (CSR) is a concept where businesses integrate social and environmental concerns into their operations and interactions with stakeholders (Carroll, 2015). It is rooted in the belief that companies, while pursuing profits, should also contribute positively to society (Tandoh et al., 2022). Historically, CSR emerged as a response to growing concerns about the negative externalities of industrialisation. Modern CSR frameworks encompass a range of activities, including ethical business practices, sustainability initiatives, philanthropy, and stakeholder engagement (Deigh et al., 2016). The ethical foundation of CSR lies in the notion that businesses hold a responsibility beyond maximizing shareholder value. This broader obligation emphasises their role in addressing societal issues such as environmental degradation, labour rights, and corporate governance (Tamvada, 2020). Effective CSR enhances corporate reputation, fosters trust, and creates long-term value for both the business and society (Yan et al., 2022). 2 2.3 CSR and Strategy CSR has evolved from being an optional or secondary aspect of business into a central element of strategic management (Carroll, 2021). Adib et al. (2021) affirm that companies that strategically integrate CSR into their business models leverage it as a source of competitive advantage rather than viewing it as a mere ethical obligation. By embedding CSR into core business strategies, firms align their operations with broader societal expectations, creating synergies between corporate objectives and social good (Carroll & Brown, 2018). This approach not only enhances a company's public image but also enables innovation in products and services that meet the growing demands of socially conscious consumers. As companies compete in a global market increasingly shaped by social and environmental awareness, integrating CSR provides a unique opportunity to stand out (Siltaloppi et al., 2021). Incorporating CSR strategically does more than enhance brand differentiation—it can improve risk management and employee satisfaction as well. Porter and Kramer (2018) argue that CSR- driven innovation leads to the development of new markets and sustainable business models, allowing firms to anticipate and mitigate risks associated with regulatory changes or societal pressures. Additionally, employees tend to be more engaged and loyal to organisations that demonstrate a commitment to social responsibility, further boosting productivity and reducing turnover rates (Carnahan et al., 2017). This kind of internal value creation complements external advantages, positioning CSR as an integral driver of both financial performance and sustainable growth, rather than a mere cost burden (Chandler, 2022). A long-term approach to CSR ensures that it remains aligned with the company's strategic objectives, maximizing both social and financial returns. Rather than engaging in superficial or reactive CSR activities, firms that integrate environmental, social, and governance (ESG) factors into their decision-making processes take a proactive stance on sustainability (Cheema & Langa, 2022). This proactive approach strengthens the company's position in navigating the complexities of modern business, where stakeholders increasingly expect corporations to act 3 as responsible agents of social change. By doing so, Žižek et al. (2021) point out that businesses not only contribute to societal well-being but also enhance their long-term competitiveness and resilience, creating a mutually reinforcing cycle of social and business success. 2.4 CSR, Goodwill and Influence CSR has long been positioned as a strategic tool to enhance goodwill and influence societal perceptions (Akbari et al., 2021). Defined as a business approach that contributes to sustainable development by delivering economic, social, and environmental benefits, Lu et al. (2021) elucidates that CSR engages multiple stakeholders, thus shaping a firm’s reputation. Goodwill, rooted in this context, refers to the positive regard a company garners from the public, stakeholders, and consumers as a result of socially responsible practices (Javed et al., 2020). Theoretically, goodwill is seen as an intangible asset, valuable for its potential to facilitate long- term business success. However, Zhang et al. (2024) makes the point that CSR's ability to translate into real influence depends on various factors, both internal and external. Influence in this sense refers to the firm's capacity to shape societal values, consumer behaviour, or policy discussions through its CSR activities. One critical factor facilitating the success of CSR in fostering influence is the alignment between the company's values and societal expectations. Husain et al. (2023) suggests that when CSR initiatives reflect genuine commitment rather than a superficial public relations effort, they are more likely to be embraced by society, thereby enhancing a company’s influence. The authenticity of CSR efforts plays a significant role, as society tends to reward firms perceived as truly engaged in solving societal issues (Fatma & Khan, 2022). This authenticity fosters trust, which, in turn, elevates goodwill, creating a favourable feedback loop where the company gains further legitimacy and influence. Nevertheless, Kudłak et al. (2022) highlight that CSR’s potential to yield influence is not without challenges. The primary hindrance arises when CSR efforts are viewed as disingenuous 4 or are misaligned with a firm’s core business operations. According to Moehl and Friedman (2022), when CSR activities are perceived as mere window-dressing or when they conflict with the company’s actual business practices, the resulting scepticism erodes goodwill and diminishes influence. Furthermore, CSR programs that fail to engage local communities or address specific societal needs often fall short of achieving widespread acceptance (Mohammed et al., 2022). Thus, the social, cultural, and economic contexts in which CSR is implemented significantly shape its success in generating influence. 2.5 CSR and Ethics CSR encompasses practices that businesses engage in to contribute positively to society beyond profit-making objectives (Singh & Misra, 2022). This often includes environmental stewardship, philanthropy, and ethical labour practices, which allow corporations to project a socially responsible image. While these actions ostensibly serve altruistic purposes, the ethical implications of using CSR as a tool to gain societal influence and power warrant critical examination (Riyadh et al., 2024). When CSR initiatives are strategically aligned with corporate goals, there is a potential for the ethical line between genuine responsibility and calculated self-interest to blur (Starr-Glass, 2022). Scholars such as Le (2023), and Al- Shammari et al. (2022) suggest that firms might employ CSR as a means to enhance their reputation and market position, leveraging socially conscious actions for competitive advantage. This raises ethical questions about the sincerity of such efforts and whether the primary motivation is to address societal concerns or to fortify corporate influence. Furthermore, Salam and Jahed (2023) explains that CSR has the potential to shift societal power dynamics by allowing corporations to exert disproportionate influence over public policies and community initiatives. A corporation’s ability to control or influence social agendas through targeted CSR initiatives can be problematic, particularly when these actions align more with corporate interests than with the public good. For instance, Matten and Moon (2020) argue that CSR can serve as a mechanism for legitimizing corporate authority in social 5 spaces, giving firms undue power to shape social priorities. Such influence can lead to ethical dilemmas, especially when businesses prioritize their own economic objectives under the guise of CSR. In essence, the intersection of CSR and ethics becomes a contested space, where the boundaries between genuine societal contribution and corporate self-promotion require ongoing scrutiny. 2.6 Review of Related Studies The growing interest in CSR within the construction industry, as evidenced by Zhang et al. (2024), underscored the increasing pressure from socially conscious stakeholders for companies to actively demonstrate their CSR efforts. The study sought to uncover key practices and impact factors (KPIFs) associated with CSR implementation in construction firms. Through the use of integrated institutional, stakeholder, and self-determination theories, the researchers developed a theoretical framework to explain the relationships among these factors. The data, gathered from extra-grade contractors through online questionnaires, were analysed using partial least square structural equation modelling. The findings revealed that CSR practices could be categorized into eight key dimensions, including shareholders' interests and government commitment. Additionally, three groups of impact factors, namely external institutional factors, intrinsic factors, and identified factors, were found to have statistically significant positive effects on these dimensions. Zhang et al. (2024) emphasised the practical implications of these findings, particularly for top management, as understanding these impact factors could help construction firms secure legitimacy and maintain competitiveness. In a different context, Rashid et al. (2020) explored the relationship between CEO power and CSR disclosure, focusing on how stakeholder influence moderates this association. The study examined 986 firm-year observations from Bangladesh, utilizing content analysis to develop a CSR disclosure index and applying ordinary least squares regression for analysis. The findings revealed that CEO power negatively impacted the level of CSR disclosure, but this effect was mitigated by strong stakeholder influence. Furthermore, Rashid et al. (2020) found that CEO 6 power diminished the positive financial impact of CSR disclosure, a trend that was also lessened when stakeholders exerted significant influence. This study highlighted the need for both CEO power and stakeholder influence to be considered when examining CSR disclosure and its relationship to firm performance, adding complexity to the CSR-performance nexus identified in previous literature. Transitioning to the role of social media in CSR, Bowen et al. (2020) examined how the integration of CSR and social media strategies could enhance strategic planning processes in business environments. Their qualitative case study adopted a reflective perspective, illustrating how social media facilitates two-way communication between firms and stakeholders while simultaneously reinforcing CSR efforts. Bowen et al. (2020) demonstrated that social media serves as a resource integrator, linking CSR with the overall strategic planning process. Their findings indicated that in volatile business environments, an integrated partnership between organisations and stakeholders is essential for overcoming challenges related to strategy formulation. The study argued that CSR, when aligned with social media strategies, acts as a reinforcement of trust and contributes to building stronger relationships between firms and their stakeholders. Similarly, Lahtinen et al. (2018) contributed to the discourse by examining the role CSR plays in corporate strategy. The authors identified CSR's dual orientation, both internally toward firm operations and externally toward market dynamics, as a pivotal element in shaping strategy. Through case studies, Lahtinen et al. (2018) highlighted how companies are increasingly recognizing CSR as a driver of strategic change. The findings suggested that CSR could become a transformative force, influencing both business strategy and broader societal outcomes. The study encouraged executives to view CSR not merely as a compliance tool but as a strategic lever capable of generating substantial corporate and societal benefits. By recasting CSR's role in strategy, firms could drive positive change, both internally and within their external market environments. 7 Focusing on stakeholder interactions, Saxton et al. (2021) explored how social media platforms provide stakeholders with the ability to engage with firms regarding their CSR performance. Their study analysed the interactions between stakeholders and Fortune 200 companies through CSR-focused Twitter accounts, examining how firms responded to public messages. Saxton et al. (2021) found that a firm's response was significantly influenced by the stakeholder’s connective power, which was positively associated with the likelihood of receiving a response. Conversely, a firm's own connective and normative powers were negatively correlated with the probability of response. Stakeholder urgency, characterized by message originality and positive sentiment, also influenced firm responses. The study advanced the understanding of how firms navigate the complexities of CSR communication in digital spaces, highlighting the importance of connective power and stakeholder urgency in shaping firm-stakeholder interactions. Also, Parsa et al. (2021) explored the drivers of CSR and its reporting in the context of large Chinese companies, emphasizing the institutional pressures and stakeholder influences shaping these processes. The authors collected data through interviews with managers from Chinese listed firms, identifying how the government uses social organisations and intermediaries to mediate CSR practices and reporting. Parsa et al. (2021) found that these interactions helped companies gain political legitimacy domestically, while also maintaining legitimacy in international markets. The study showed how Chinese firms cooperated with social organisations to navigate both regional and global expectations, with CSR practices being tailored to meet varying societal demands. The findings also underscored the significance of regional differences, suggesting that the relationships between business and society fundamentally influenced CSR practices and their reporting mechanisms. Then again, Dai et al. (2018) further investigated CSR within the Chinese context by examining the relationship between the quality of CSR reports and corporate legitimacy. The study demonstrated that firms issuing higher-quality CSR reports were perceived as having greater legitimacy, which in turn enhanced their financial performance. Dai et al. (2018) found that 8 government and media endorsements mediated this relationship, with government endorsement playing a stronger role for firms located in underdeveloped regions. This study reinforced the importance of CSR reporting in securing legitimacy from key stakeholders, while also illustrating the differential impact of these endorsements based on geographic and developmental factors. In this way, CSR disclosure was positioned not only as a tool for enhancing financial performance but also as a mechanism for gaining broader societal legitimacy. 2.7 Theoretical Framework 2.7.1 Stakeholder Theory Stakeholder Theory was introduced by Freeman (1984), addressing the relationships between an organisation and its stakeholders. It challenges traditional views that prioritize shareholders alone. Stakeholders, including employees, customers, suppliers, and communities, influence and are influenced by the organisation. The theory assumes that organisations must balance the interests of these groups for long-term success. Key concepts include stakeholder engagement, corporate responsibility, and ethical management. The theory seeks to expand the purpose of the firm beyond profit maximisation to include value creation for all stakeholders. Its scope spans corporate governance, ethics, and sustainability. The theory is widely valued for its holistic approach to corporate management. It promotes inclusivity and ethical considerations in decision-making (Donaldson & Preston, 1995). However, its broad scope can be a limitation. Critics argue that balancing conflicting stakeholder interests can be impractical (Jensen, 2002). The theory may also lack clear guidelines for prioritizing stakeholders. Despite these challenges, its relevance persists in promoting corporate social responsibility and sustainability in business practices. 2.7.2 Legitimacy Theory Legitimacy Theory was formalized by Dowling and Pfeffer (1975), rooted in the notion that organisations must align with societal norms to survive. It assumes that organisational 9 legitimacy is a resource, and maintaining it is critical for survival. The theory’s core concepts revolve around legitimacy, societal expectations, and disclosure practices. The purpose is to explain how organisations seek legitimacy by conforming to societal norms and responding to external pressures. Its scope includes corporate governance, environmental disclosures, and corporate accountability. The theory’s strength lies in its ability to explain why organisations adjust their practices to gain legitimacy. It is particularly useful in analysing corporate social disclosures (Suchman, 1995). Nonetheless, the theory has limitations. It tends to be reactive, focusing on legitimacy maintenance rather than proactive strategies (Deegan, 2002). It also assumes that societal norms are clear and universal, which may not always be the case. Despite these limitations, Legitimacy Theory remains significant for understanding corporate behaviour in relation to societal expectations. 2.7.3 Suitability of Theories to the Study Stakeholder Theory posits that organisations must balance the interests of various groups that can affect or are affected by their operations, while Legitimacy Theory suggests that businesses must continually seek to align their activities with societal expectations to maintain social acceptance. Stakeholder Theory aligns with the study's objective to explore how CSR activities are strategically integrated within PR functions to achieve organisational goals. By emphasizing the importance of addressing the needs and expectations of various stakeholders—including communities, employees, and regulators—this theory offers a comprehensive lens through which to examine the multifaceted impact of CSR initiatives. The theory directly supports the study’s investigation into the ethical implications of CSR activities, particularly in terms of balancing corporate interests with societal welfare. It also informs the analysis of how CSR can be both a tool for enhancing corporate influence and a mechanism for fulfilling stakeholder expectations, thus contributing to the study's goal of developing a framework for employing CSR as an influential tool. 10 Legitimacy Theory complements this analysis by providing a framework for understanding how organisations use CSR to gain, maintain, or restore legitimacy in the eyes of society. The theory underscores the role of PR in crafting and communicating CSR initiatives to ensure that corporations are perceived as legitimate and responsible actors. This is particularly relevant to the study’s aim of scrutinizing how CSR can confer disproportionate influence on businesses, as Legitimacy Theory explains why organisations engage in CSR activities that may exceed basic ethical requirements in an effort to align with societal norms. The theory also supports the examination of the potential power dynamics between corporations and communities, suggesting that CSR can be strategically employed to enhance a company’s standing, influence, and control over societal issues. Conceptually, both theories are well-suited to explain the key phenomena related to CSR and PR. Stakeholder Theory offers insights into the relational dynamics between corporations and various groups, which is crucial in understanding how CSR activities are framed to serve broader organisational goals while addressing community needs. In parallel, Legitimacy Theory provides a critical perspective on the role of societal approval in shaping corporate behaviour, elucidating how companies might use CSR as a tool for maintaining or gaining influence. Together, these theories offer a comprehensive explanation of both the strategic and ethical dimensions of CSR activities within the public relations sphere, as the study seeks to explore. Empirical studies cited in the provided document reinforce the application of these theories in CSR-related research. Scholars like Bhattacharya et al. (2009) and Carminati (2022) demonstrate how CSR can be used as a soft power tool to enhance corporate control and influence, supporting the integration of Stakeholder Theory. Furthermore, studies by Ajayi and Mmutle (2021) underscore the strategic importance of CSR within PR frameworks, aligning with Legitimacy Theory’s focus on maintaining corporate reputation and societal approval. Empirical evidence from Mudzanani and Anani-Bossman (2023) also highlights the role of 11 CSR in shaping power dynamics, a key concern of the study, further validating the relevance of these theoretical frameworks. The relevance of these theories in the context of this study is underscored by their ability to illuminate both the operational and ethical dimensions of CSR. Stakeholder Theory provides a robust framework for examining how CSR initiatives serve multiple interests and align with broader corporate objectives, while Legitimacy Theory offers critical insights into how corporations use CSR to enhance their societal standing. These theories collectively enable a nuanced examination of the potential for CSR to serve as a tool for accruing influence and shaping societal structures, thus making them particularly pertinent for understanding the intersections of CSR, PR, and corporate influence. 2.8 Chapter Summary The chapter presented a comprehensive examination of the theoretical foundations and existing studies related to CSR and its intersection with PR. Previous research was evaluated to highlight key trends and gaps, particularly in the use of CSR as a tool for gaining societal influence. Theoretical models, including Stakeholder Theory and Legitimacy Theory, were discussed to provide a basis for understanding CSR’s strategic and ethical implications. The chapter identified how these frameworks informed the study's approach to analysing CSR’s role in shaping corporate and community dynamics. Throughout, relevant empirical evidence was utilized to support the theoretical exploration of CSR within corporate contexts. 12 CHAPTER THREE RESEARCH METHODLOGY 3.1 Introduction This chapter presents the methodological approach that was utilized to explore the research questions. It outlines the strategies employed to collect and analyse data, ensuring that the research objectives are systematically addressed. The choice of qualitative methods is discussed, alongside the rationale for selecting specific techniques and tools for data collection and analysis. Each step of the research process was carefully designed to align with the study's overall aims, providing a solid framework for gathering relevant insights. The chapter also details how participants were selected and how their contributions were recorded and interpreted to generate meaningful findings. 3.2 Research Approach The qualitative research approach has been chosen for this study. Qualitative research focuses on exploring and understanding phenomena in their natural context, often aiming to gain in- depth insights into human behaviour, social processes, and the meaning people attach to various experiences (Denzin & Lincoln, 2018). It emphasises the subjective interpretation of participants’ experiences, allowing researchers to explore complex issues that are difficult to quantify, such as motivations, perceptions, and feelings (Creswell & Poth, 2016). This approach is particularly suited for research that seeks to uncover rich, descriptive data. Qualitative research often employs flexible and adaptive methods, which allows for adjustments in data collection and analysis as new insights emerge (Merriam & Tisdell, 2015). In qualitative research, methods such as interviews, focus groups, and participant observation enable the researcher to capture these varying perspectives, providing a holistic view of the subject matter (Patton, 2015). 13 The choice of a qualitative approach is well-suited to the objectives of this study. Since the study aims to evaluate the ethical and strategic implications of CSR as a means of gaining societal influence, it requires an approach that can capture the subjective and contextualized nature of corporate interactions with society. Quantitative measures alone would be insufficient to explore the depth of stakeholder experiences and the underlying motivations of corporate entities. By utilizing a qualitative approach, the study can provide a comprehensive, context- rich analysis that aligns with its broader objective of understanding CSR's role in societal power structures. 3.3 Research Design A case study research design has been employed for this study. The case study design is a qualitative method that focuses on an in-depth exploration of a specific instance, event, or entity within its real-life context (Yin, 2018). Case studies allow researchers to investigate contemporary phenomena within their natural settings, where boundaries between the phenomenon and context are not always clearly defined (Stake, 1995). This design is particularly effective for research that aims to answer "how" and "why" questions, as it provides a detailed examination of the subject matter. In this case, the use of CSR as a tool for gaining societal influence is studied through the experiences and practices of specific corporations. The case study design also offers the flexibility to incorporate multiple sources of evidence, including interviews, documents, and observations, allowing for a more nuanced understanding of complex issues (Simons, 2009). This triangulation of data ensures a comprehensive view of the case, capturing the multifaceted nature of CSR initiatives and their impacts on societal influence. By focusing on a specific case or a few cases, this design allows for a deeper exploration of the strategic integration of CSR into public relations functions and its ethical implications, making it a suitable choice for investigating how CSR can influence societal dynamics (Thomas, 2016). 14 The case study design is appropriate for this research because it aligns with the study’s objectives to explore the specific ways CSR is utilized by businesses to gain societal influence. The case study design enables the research to focus on particular companies or sectors, allowing for an in-depth investigation of how CSR initiatives are communicated and managed within real-world corporate contexts. This level of detail would be difficult to achieve with broader designs such as surveys or experiments, making the case study design the best fit for this qualitative inquiry. 3.5 Study Population A population in research refers to the entire group of individuals or entities relevant to the study, from which a sample is drawn for data collection (Bryman, 2016). The study population comprises of PR managers or personnel in charge of CSR from major corporations within the Ghanaian context. The study population is drawn from corporations operating in diverse sectors, including manufacturing, mining, and telecommunications, to ensure a broad understanding of CSR practices across industries. In this study, the population is specifically chosen to include those individuals who have direct involvement in CSR activities and their strategic integration within PR functions. These individuals are selected because of their expert knowledge and first-hand experience in designing, implementing, and communicating CSR initiatives. 3.6 Sampling Procedures Sampling refers to the process by which a subset of individuals, units, or cases is selected from a larger population for the purpose of conducting a research study (Taherdoost, 2016). In research, it is often impractical or impossible to collect data from an entire population due to time, cost, or logistical constraints (Flick, 2018). Instead, researchers select a representative sample that accurately reflects the characteristics of the larger population. There are two primary categories of sampling: probability sampling and non-probability sampling. Probability sampling is a method in which each member of the population has a known and 15 equal chance of being selected, which allows for statistical generalisation of results (Bryman, 2016). Non-probability sampling, on the other hand, involves selecting participants based on specific criteria rather than random selection. In qualitative research, non-probability sampling is more common because it focuses on obtaining in-depth information from individuals who can provide rich, relevant insights into the research topic rather than on ensuring generalizability (Merriam & Tisdell, 2015). This study employs non-probability sampling due to its suitability for qualitative exploration. 3.6.1 Rationale for Using Non-Probability Sampling Non-probability sampling was employed for this study, specifically utilizing purposive sampling. Non-probability sampling does not involve random selection but instead relies on the researcher’s judgment to select participants who are most relevant to the research objectives (Etikan et al., 2016). Purposive sampling is a type of non-probability sampling that involves deliberately selecting individuals or cases that possess specific characteristics or knowledge essential to addressing the research questions (Palinkas et al., 2015). This method ensures that participants who have direct experience or expertise in the area of interest are included, making it especially suitable for qualitative research, where the goal is to obtain detailed insights from those who are most knowledgeable about the topic. Purposive sampling is particularly appropriate for this study because it focuses on CSR professionals and public relations managers who are actively involved in designing and implementing CSR initiatives. Since the research aims to understand how CSR is used as a tool for gaining societal influence, it is crucial to gather data from individuals with first-hand experience in the subject. These participants can provide detailed, context-specific insights that are essential for answering the research questions. Purposive sampling allows for the selection 16 of participants based on their relevance to the research, ensuring that the data collected is rich and directly related to the study’s objectives (Patton, 2015). 3.6.2 Sample Size A sample size of ten (10) participants was selected for this study. In qualitative research, the goal is not to generalize findings to a broader population, but to explore the depth, complexity, and richness of the phenomenon being studied (Guest et al., 2006). Qualitative studies often focus on smaller sample sizes because they rely on detailed, in-depth data collection methods such as interviews or focus groups as Mason (2010) espouses. The selected sample size allows for thorough exploration of the participants’ experiences and insights without overwhelming the data analysis process. According to Ryan (2013), qualitative research often reaches saturation—where no new information emerges—with smaller sample sizes, making the sample size sufficient for a focused case study. 3.7 Data Collection For data collection, interviews have been chosen as the primary method for this study. Interviews are a qualitative research technique that involves direct, face-to-face or virtual conversations between the researcher and the participants (Bryman, 2016). They enable the researcher to gather in-depth information on participants’ experiences, beliefs, and perspectives regarding a specific topic (Creswell & Poth, 2016). Interviews are particularly effective for exploring complex phenomena. This method is appropriate for the study as it aligns with the research objectives, which aim to explore the strategic and ethical dimensions of CSR as a tool for gaining societal influence. Interviews allow for flexibility in questioning, enabling the researcher to follow up on interesting or unexpected responses, leading to richer and more nuanced data (Rubin & Rubin, 2012). Through direct dialogue with CSR professionals and public relations managers, interviews will offer a platform for obtaining detailed insights into how CSR initiatives are implemented and perceived within organisations, providing a thorough understanding of the subject matter. 17 3.7.1 Data Collection Tool A semi-structured interview guide has been chosen as the instrument for data collection. This type of interview guide provides a flexible framework for conducting interviews, with a predetermined set of open-ended questions while allowing the interviewer to ask follow-up questions based on participants' responses (Denscombe, 2014). Semi-structured interviews strike a balance between structured and unstructured interviews, giving the researcher the flexibility to explore relevant themes more deeply while still ensuring that all important topics are covered (Kallio et al., 2016). The use of a semi-structured guide is appropriate for this study because it allows the researcher to focus on the key themes related to CSR, such as ethical considerations and power dynamics, while also giving participants the freedom to introduce new ideas and experiences. This flexibility is crucial for a study that aims to explore how CSR is strategically integrated into public relations and how it can be used as a tool for societal influence. A semi-structured format ensures that the interview process remains consistent across participants, enabling comparability of responses while allowing for individual perspectives to emerge (Bryman, 2016). This approach ensures that the data collected will be both comprehensive and relevant to the study’s research questions. 3.8 Data Analysis Thematic analysis has been selected as the method for analysing the data collected. Thematic analysis is a qualitative data analysis technique used to identify, analyse, and report patterns (themes) within data (Braun & Clarke, 2006). It is a flexible method that allows for a rich, detailed, and complex account of the data. By organizing the data into meaningful categories, thematic analysis helps the researcher understand the underlying themes that emerge from participants' narratives and experiences (Guest, MacQueen, & Namey, 2012). 18 Thematic analysis is appropriate for this study because it provides a systematic way to analyse the data collected from interviews, making it easier to identify recurring patterns in how CSR is employed as a tool for societal influence. The six steps of thematic analysis will be followed: (1) Familiarisation with the data, where the researcher will read through all interview transcripts; (2) Generating initial codes, by systematically coding interesting features of the data; (3) Searching for themes, where codes are grouped into potential themes; (4) Reviewing themes, by checking the validity of themes against the dataset; (5) Defining and naming themes, where themes are refined and clearly defined; and (6) Producing the report, where the researcher writes up the findings (Braun & Clarke, 2006). This step-by-step process will allow the study to thoroughly explore the ethical and strategic dimensions of CSR, ensuring that the analysis aligns with the research objectives. Thematic analysis is well-suited to capturing the complexities of participants' experiences and perceptions, particularly in the context of CSR, where multiple perspectives and interpretations are likely to emerge. By using this method, the research will provide a detailed understanding of how CSR initiatives influence corporate power and societal perceptions, contributing to the study’s aim of evaluating CSR’s dual role in benefiting society and enhancing corporate influence. 3.9 Ethical Considerations This study adhered to strict ethical guidelines to ensure the protection of participants' rights and maintain the ethical integrity of the research. Informed consent was obtained from all participants prior to their involvement in the study. Each participant was provided with a detailed information sheet that outlined the purpose of the research, the procedures involved, their right to withdraw at any time without penalty, and the potential risks and benefits of participation. Participants were asked to sign a consent form, indicating their voluntary agreement to participate in the study. 19 Confidentiality and anonymity were carefully maintained throughout the research process. Identifying information was not recorded, and participants were assigned unique identifiers to ensure that their responses could not be traced back to them. Any potentially identifiable details mentioned during the interviews were removed or altered to protect privacy. Furthermore, data was stored securely on password-protected devices, and only the researcher had access to the raw data. Hard copies of documents were locked in a secure filing cabinet, and digital files were encrypted to prevent unauthorized access. The study was designed to minimize any potential harm to participants. The interview questions were carefully crafted to avoid sensitive or distressing topics, and participants were informed that they could decline to answer any questions they found uncomfortable. Additionally, participants were debriefed at the end of the interviews, providing them with an opportunity to ask questions or express concerns about their participation. Finally, the study was reviewed and approved by the ethics committee of the institution overseeing the study. This approval ensured that all ethical considerations, including informed consent, confidentiality, data security, and participant well-being, were adequately addressed in line with institutional and legal standards. 3.10 Chapter Summary The chapter explained the methods and procedures used to conduct the research. It outlined the approaches taken to ensure the collection of relevant data and explained the justification for the chosen strategies. Key elements, such as the sampling method, data collection techniques, and the analysis framework, were thoroughly discussed. These choices were guided by the study’s objectives and the need for depth in understanding the phenomenon under investigation. By the conclusion of this chapter, the steps taken to gather and analyse the data were clearly detailed, ensuring the research was methodologically sound. 20 CHAPTER FOUR DATA ANALYSIS AND DISCUSSION 4.1 Introduction The chapter delves into the comprehensive analysis and interpretation of data collected from ten participants, each represented by pseudonyms: RES1, RES2, RES3, RES4, RES5, RES6, RES7, RES8, RES9, and RES10. The use of pseudonyms was deliberate, serving as an ethical measure to ensure confidentiality and protect the identities of the respondents. Given the sensitive nature of Corporate Social Responsibility (CSR) practices and strategic decision- making discussed, maintaining anonymity was essential in fostering candid responses and preserving the integrity of the study. This chapter explores the perspectives shared by the respondents, linking them to the study’s objectives and underpinning theories, providing a critical examination of the themes that emerged. 4.2 What are the ethical implications of using CSR as a tool for gaining societal influence and power? 4.2.1 Conceptualizing Corporate Social Responsibility The study aimed to uncover how organisations conceptualise CSR and the motivations behind its adoption, particularly as it pertains to strategic alignment within public relations functions. The responses garnered framed CSR not merely as a series of philanthropic gestures but as an integral part of the corporate ethos, underscoring a commitment to responsible business operations. This alignment demonstrated a common understanding of CSR as a holistic framework encompassing accountability, stakeholder engagement, and sustainable development. For instance, RES2 emphasised that “CSR is about ensuring that our business 21 does not operate in a vacuum. It is our obligation to address the social and environmental concerns of our stakeholders,” illustrating a shared view of CSR as a core responsibility tied to broader corporate objectives. The findings exhibited a strong sense of moral and ethical responsibility, linking CSR to the enhancement of corporate reputation and the cultivation of goodwill among stakeholders. RES8, for example, described CSR as “stewardship,” highlighting the idea of responsibility towards both the environment and the communities impacted by corporate activities. The findings revealed that most participants perceived CSR as a strategic investment rather than a mere compliance exercise or public relations tactic. This perspective was echoed by RES3, who viewed CSR as “a company’s pledge to balance profit-making with its impact on society,” underscoring a dual commitment to economic gain and societal welfare. The idea of balancing profit with broader social responsibilities aligns with the ethical imperatives discussed by Singh and Misra (2022), who argued that genuine CSR initiatives must transcend profit motives to include a commitment to societal progress. A striking theme emerged around the integration of CSR into the core strategic framework of organisations. Multiple participants, including RES9, articulated a vision of CSR that extends beyond isolated initiatives, framing it as a holistic approach: “I see CSR as a holistic approach where we integrate social, economic, and environmental considerations into our business operations.” This comprehensive view was consistent with the principles of Stakeholder Theory, as outlined by Freeman (1984), which suggests that businesses must balance the interests of diverse stakeholder groups to achieve long-term success. By embedding CSR into business strategies, respondents demonstrated an awareness of the broader implications of their corporate actions, striving to create value not just for shareholders but for a wider array of stakeholders. 22 The data also showed differences in the specific motivations behind CSR engagement. While RES5 noted that CSR was “a vital part of our corporate identity” and emphasised its role in fostering loyalty and goodwill, RES6 described it more as “business self-regulation,” aimed at integrating ethical practices into day-to-day operations. These varying motivations highlighted a tension between the intrinsic desire to contribute positively to society and the pragmatic benefits of enhanced brand image and stakeholder trust. This aligns with findings by Deigh et al. (2016), who contended that firms often undertake CSR activities as part of a broader strategy to build reputational capital and strengthen stakeholder relations. However, it also raises questions about the sincerity of these efforts, a critique supported by Alcadipani and de Oliveira Medeiros (2020), who cautioned against viewing CSR purely as a strategic manoeuvre devoid of genuine ethical commitment. Additionally, participants like RES1 and RES7 articulated a clear sense of duty towards community engagement, viewing CSR as a platform for fostering stronger relationships with local communities. RES1 remarked, “CSR involves more than just philanthropic activities. It is a business approach where organisations take responsibility for their social, environmental, and economic impacts.” This sentiment was mirrored by RES7, who argued that “CSR means engaging with our stakeholders and addressing broader societal challenges,” reflecting a shared belief in the importance of addressing community needs. Such perspectives resonate with the findings of Mudzanani and Anani-Bossman (2023), who posited that effective CSR practices necessitate a deep engagement with local communities to truly meet societal expectations. In contrast, a few respondents exhibited a more sceptical or pragmatic outlook on CSR. RES10, while acknowledging the ethical motivations, suggested that CSR also functions as a tool for building “a responsible image,” implying a calculated use of social responsibility as a branding exercise. This viewpoint aligns with the critiques raised by Moehl and Friedman (2022), who questioned the authenticity of CSR efforts when they are primarily aimed at reputation management rather than genuine societal benefit. 23 The Stakeholder Theory offers a fitting lens to interpret these findings. The responses highlighted a strong emphasis on balancing the needs and expectations of various stakeholder groups, which is central to Stakeholder Theory’s premise that businesses cannot focus solely on profit maximisation but must also cater to the broader interests of all parties impacted by their operations. The theory’s focus on engagement and relationship-building was evident across the responses, particularly in the way participants described their motivations for undertaking CSR as part of a broader strategy to align corporate objectives with societal welfare. For instance, the emphasis on building trust and fostering community relationships, as noted by RES4, aligns well with Freeman’s (1984) assertion that addressing the concerns of all stakeholders leads to sustainable business success. The implications of these findings suggest a complex interplay between genuine ethical responsibility and strategic business interests. The consistent framing of CSR as a strategic tool for stakeholder engagement and trust-building underscores its role as a mechanism for securing long-term organisational legitimacy. This aligns with the observations of Carroll (2021), who argued that strategic CSR can serve as a means of aligning corporate practices with societal norms, thereby enhancing both corporate reputation and societal trust. However, the tension between genuine ethical motivations and the strategic use of CSR for branding purposes highlights the need for further scrutiny of CSR practices, as posited by Starr-Glass (2022), who cautioned against the potential for CSR to be co-opted as a superficial branding tactic rather than a sincere effort to address societal issues. 4.2.2 CSR as a Strategic Function vs Tactical Role Understanding the role of CSR as a strategic function rather than a mere tactic was critical in highlighting the potential for integrating socially responsible initiatives within broader PR strategies. The analysis revealed a consistent view among respondents that CSR transcends a mere tactical measure, positioning itself as an integral part of strategic business frameworks. Most participants framed CSR as an enduring commitment that aligns with broader corporate 24 objectives and shapes long-term organisational goals. RES6, for instance, remarked that CSR is “fundamentally strategic. It helps us shape long-term goals, manage risks, and enhance our reputation.” This perspective was echoed by several respondents, who described CSR as embedded in their core values rather than a transient public relations tool. RES8 portrayed CSR as a “strategic framework,” emphasising its influence on corporate policies and its role in meeting societal expectations. The data illustrated that participants generally viewed CSR as central to guiding corporate behaviour and decision-making. RES2 described it as “a strategic pillar that guides our decision-making process,” suggesting a deep integration into the company’s foundational strategies rather than isolated promotional tactics. This aligns with the strategic perspective posited by Carroll (2021), who argued that the integration of CSR within corporate strategies can lead to enhanced stakeholder engagement and long-term value creation. The idea of CSR as a strategic function is well supported by the literature, including the views of Porter and Kramer (2018), who contended that strategically embedded CSR initiatives contribute to a firm’s competitive advantage by addressing both business and societal needs. However, a few participants offered more nuanced perspectives, suggesting that CSR is both a strategy and an ethos beyond traditional strategic frameworks. RES4 articulated this sentiment clearly: CSR is both a strategy and something beyond that. It is a mindset that drives how we operate. We see it as an essential part of our brand positioning and reputation management efforts, rather than a mere promotional tactic. This response indicated a deeper conceptualisation of CSR as a corporate philosophy that permeates all aspects of business operations, rather than simply a function or tactic. Such views are aligned with Stakeholder Theory, particularly Freeman’s (1984) assertion that businesses must balance the needs of diverse stakeholders, integrating their interests into a cohesive strategic approach. The commitment to CSR as part of the organisational ethos, as highlighted 25 by participants, aligns with Adib et al. (2021), who affirm that genuine CSR efforts are embedded in corporate culture and inform the company’s long-term strategic vision. Despite the general agreement on the strategic nature of CSR, some discrepancies emerged regarding the extent to which CSR functions purely as a strategic tool versus a core principle guiding all operations. RES10 characterised CSR as “part of our corporate DNA, shaping how we interact with our stakeholders and the community,” indicating a broader conceptualisation that transcends typical strategic functions. This perspective aligns with the ethical arguments raised by Singh and Misra (2022), who noted that authentic CSR practices reflect deep-seated corporate values rather than surface-level tactics aimed at enhancing brand image. The results highlighted a shared recognition of the strategic significance of CSR, while also revealing differences in the extent to which it is embedded within organisational business practices. The widespread endorsement of CSR as a strategic element suggests its alignment with Legitimacy Theory, as described by Dowling and Pfeffer (1975), where companies adopt socially responsible practices to align with societal norms and secure their legitimacy. However, the emphasis on CSR as an intrinsic corporate value points to a broader interpretation that integrates ethical and strategic motivations, illustrating a dynamic interplay between stakeholder engagement and corporate responsibility. 4.2.3 Integrating CSR with PR Strategies Investigating the methods of aligning CSR activities with overarching organisational goals was necessary to reveal best practices and potential areas for enhancing strategic coherence. The responses highlighted a strong consensus on the integration of CSR into PR strategies, with participants viewing CSR as a critical component of their communication efforts. Many respondents described the alignment of CSR initiatives with PR objectives, using these 26 activities as vehicles to enhance corporate reputation and foster stakeholder trust. RES5 emphasised the role of storytelling, noting that My approach focuses on using CSR as a key storytelling element in our PR activities. We share our CSR achievements with the public through various channels, enhancing our credibility and demonstrating our social responsibility. This approach reflects the strategic communication theories discussed by Doorley and Garcia (2015), who argued that effective PR integrates CSR into corporate narratives, thereby reinforcing brand credibility. The data also revealed that respondents considered CSR integration in PR as a method of reinforcing corporate identity. RES4 highlighted the alignment between CSR and the company’s mission, stating that “every initiative is linked to our communication plan, ensuring that our CSR activities resonate with our target audience and strengthen our public image.” This reflects the broader strategic integration of CSR, as posited by Lahtinen et al. (2018), who suggested that incorporating CSR into corporate communication plans not only enhances the brand’s image but also builds long-term stakeholder relationships. Interestingly, the data indicated a diverse range of strategies used to embed CSR into PR efforts. For example, RES7 described a multi-faceted approach involving media releases, social media updates, and community events, noting that this strategy “helps build a positive brand image and engages our audience.” This reflects a tactical aspect of CSR integration, aligned with the views of Kent (2015), who argued that multi-channel engagement in PR can amplify CSR efforts and enhance the company’s public perception. The findings suggested that while participants shared a unified view of CSR’s strategic role in PR, the methods of integration varied across organisations. RES1, for example, focused on aligning CSR with “key communication goals” and incorporating CSR initiatives into brand messaging, highlighting a direct link between CSR efforts and media engagements. In contrast, RES3 described a broader integration approach, embedding CSR within “broader PR 27 objectives” and leveraging these initiatives as tools to showcase the company’s values through community engagement. Such differing approaches highlight the flexibility of CSR as a strategic PR tool, aligning with findings by Bowen et al. (2020), who noted that effective CSR integration within PR requires adaptive strategies tailored to specific organisational contexts. The alignment of CSR and PR also reflects the principles of Legitimacy Theory, particularly the need for corporations to gain social approval through their public actions. By integrating CSR into PR strategies, companies not only demonstrate their commitment to societal welfare but also enhance their legitimacy and social standing. This strategic use of CSR aligns with the observations of Carroll (2016), who argued that CSR activities serve as a form of corporate social disclosure, aimed at maintaining and enhancing corporate legitimacy in the eyes of stakeholders. In summary, the findings illustrated a strong emphasis on integrating CSR into PR strategies as a means of reinforcing corporate reputation and credibility. The diverse approaches employed by participants highlighted the adaptability of CSR as a strategic communication tool, demonstrating its critical role in shaping public perception and stakeholder engagement. The alignment with Legitimacy Theory underscores the broader implications of these practices, suggesting that effective CSR integration in PR can serve as a powerful mechanism for building and maintaining corporate legitimacy in an increasingly socially conscious business environment. 4.2.4 Aligning CSR Initiatives with Organisational Goals The data indicated a comprehensive approach among respondents towards ensuring that CSR activities align with broader corporate objectives, highlighting the integration of CSR into strategic planning and business operations. RES10 described a method grounded in strategic integration, noting that CSR is “embedded into the company’s core planning documents, 28 making it a key performance area.” This perspective illustrates the depth of alignment, where CSR is not treated as an auxiliary activity but as a central component of the organisation’s strategic vision. Such an approach aligns with the argument by Chandler (2022), who posited that embedding CSR within core business strategies enables companies to harness social responsibility as a driver for sustainable growth. The responses consistently showed a strong focus on aligning CSR initiatives with corporate values and long-term goals. RES2 highlighted a cross-functional approach, explaining that Our CSR team collaborates closely with other departments... This cross- functional approach allows us to ensure that our initiatives support both short-term and long-term business goals. This reflects a comprehensive alignment strategy where CSR projects are developed in close consultation with various departments, ensuring consistency with the company’s overall vision. Such integration is in line with the principles outlined by Carroll and Brown (2018), who argued that a cross-departmental approach fosters strategic coherence and helps in achieving both social and business objectives. A recurrent theme across the findings was the use of structured mechanisms like key performance indicators (KPIs) and feedback loops to track alignment and impact. RES1 discussed using KPIs, stating that we use key performance indicators to track progress and assess the impact of our CSR efforts. Regular review meetings help us adjust and realign projects if needed. This data-driven approach illustrates the commitment to continuously evaluating CSR activities to ensure they align with strategic objectives, a practice that resonates with findings by Adib et al. (2021), who emphasised the importance of performance metrics in assessing the alignment and effectiveness of CSR initiatives. The responses also highlighted the importance of stakeholder engagement in aligning CSR efforts with broader goals. RES8 noted that: 29 We align CSR activities with our organisational goals by conducting a thorough stakeholder analysis. This helps us identify community needs that resonate with our business strategy. This emphasis on stakeholder analysis reflects the principles of Stakeholder Theory, particularly the notion that businesses must balance the interests of diverse stakeholders to create value for all parties involved. Freeman (1984) argued that such an inclusive approach not only strengthens the alignment between CSR and business goals but also enhances the overall legitimacy of the company’s actions. While most respondents stressed the importance of structured and collaborative approaches, there were variations in the methods used to achieve alignment. For example, RES7 described integrating CSR into the company’s balanced scorecard, using both financial and non-financial metrics to gauge the success of initiatives. In contrast, RES5 prioritised regular consultations with stakeholders to refine CSR projects, ensuring they remain relevant and aligned with the company’s core objectives. These differing methods underscore the flexibility in approaches but also highlight a shared commitment to strategic coherence and alignment. The emphasis on integrating CSR within broader strategic frameworks aligns with the theoretical underpinnings of Stakeholder Theory. The data illustrated a clear recognition of the need to address the expectations of various stakeholders while simultaneously pursuing corporate objectives. This integration, supported by comprehensive planning, stakeholder engagement, and performance measurement, aligns well with the assertions of Kent (2015), who argued that CSR, when strategically aligned, serves as a tool for building sustainable stakeholder relationships and enhancing corporate reputation. 30 4.3 How are CSR activities strategically integrated within public relations functions to align with broader organisational goals? 4.3.1 Drivers of Successful CSR in Community Relations The study sought to identify key factors that facilitate the success of CSR activities in fostering strong relationships with the community. This inquiry was essential to pinpoint the elements that contribute to impactful CSR, aiding organisations in strengthening their societal engagement efforts. The analysis of factors contributing to the success of CSR initiatives in building strong community relationships revealed several recurring themes. Respondents widely acknowledged the importance of trust, transparency, and community involvement. RES1 emphasised, “trust and transparency are crucial. Open communication about our CSR projects builds credibility with the community.” This sentiment reflects the broader perspective within the data that consistent and transparent communication is foundational to fostering positive relationships. The emphasis on transparency aligns with the views of Awuah et al. (2021), who suggested that effective communication strategies are essential for building trust and credibility in CSR practices. A significant number of respondents highlighted the importance of relevance and alignment with local needs. RES5 noted that The most critical factor is relevance. Our initiatives must meet genuine community needs. When our CSR projects address issues that matter to the local population, it leads to greater acceptance and support. This perspective underscores the necessity for CSR initiatives to be tailored to the specific needs of the community, reinforcing the idea that generic projects may not yield the same level of impact. This aligns with the findings of Mohammed et al. (2022), who argued that CSR efforts must be context-sensitive and aligned with the unique characteristics of the target community to achieve meaningful results. 31 The findings also pointed to the role of consistent and long-term engagement. RES7 stated that “long-term engagement is important. One-off projects do not create lasting bonds. We focus on sustained efforts that show our ongoing commitment.” This focus on continuity rather than sporadic interventions reflects a strategic approach aimed at building deeper, more resilient relationships over time. This perspective is supported by Rashid et al. (2020), who found that sustained CSR engagement strengthens stakeholder relationships and enhances corporate legitimacy. Several participants underscored the significance of involving the community in the planning and implementation stages. RES2 explained, “Community involvement is key. Engaging the community in the planning and implementation stages makes them feel invested.” This approach of co-creation fosters a sense of ownership among community members, enhancing the perceived legitimacy of the initiatives. Such participatory methods resonate with the principles of Stakeholder Theory, which emphasises collaborative engagement as a means of balancing corporate and community interests, thereby creating mutual value. However, some participants, such as RES8, emphasised authenticity as a distinct factor, arguing that For us, authenticity is the cornerstone of success. Communities can tell when a company is genuinely committed versus when it is simply seeking publicity. This view highlights a potential scepticism from communities towards CSR efforts that appear insincere or purely self-serving. The literature echoes this concern, with Moehl and Friedman (2022) cautioning that perceived inauthenticity can undermine the credibility of CSR initiatives and erode community trust. The findings showed a strong agreement on the essential factors that influence the success of CSR in building relationships with the community. These factors include trust, the relevance of initiatives, consistent engagement, and active community participation. These factors align 32 with the principles of Stakeholder Theory, as they reflect a comprehensive approach to balancing the needs of the company with those of the community. The emphasis on collaborative engagement and long-term commitment supports the argument by Carroll (2015) that strategic CSR practices are instrumental in fostering lasting stakeholder relationships and enhancing corporate reputation. The implications of these findings suggest that companies must prioritise sustained, context- sensitive, and authentic CSR efforts to build strong community ties. This requires a proactive engagement strategy that listens to and incorporates community feedback, thereby creating initiatives that are not only aligned with corporate goals but also resonate deeply with local needs and expectations. Such an approach can enhance the effectiveness of CSR initiatives, fostering mutual respect and trust between companies and the communities they serve. 4.3.2 Challenges and Barriers to CSR Effectiveness The investigation into challenges and barriers faced by organisations in executing CSR was crucial for providing a comprehensive understanding of what hinders the effectiveness of these initiatives. The analysis of challenges faced in implementing CSR initiatives highlighted several recurring themes, centring around resource limitations, regulatory constraints, and public perception issues. Many respondents indicated that financial constraints hindered the scale and scope of their CSR activities. For instance, RES5 remarked, “funding limitations have always been a barrier. We cannot support every project to its full potential.” This view was mirrored by RES1, who noted that limited resources often restricted their ability to expand CSR efforts, particularly when demand from the community exceeded the company’s budget allocations. Such financial challenges are consistent with the observations made by Tandoh et al. (2022), who identified budget constraints as a common issue that companies face when attempting to implement comprehensive CSR strategies, particularly in developing economies. 33 Logistical issues and regulatory challenges were also frequently cited by participants. RES2 discussed the complexities of coordinating with local authorities, stating that “logistical issues, such as coordinating with local authorities and ensuring projects are implemented efficiently, can take longer than anticipated, affecting our impact.” This aligns with findings by Zhang et al. (2024), who argued that bureaucratic hurdles and the intricacies of regulatory compliance often delay the implementation of CSR projects, undermining their intended impact. Additionally, RES4 highlighted difficulties in meeting diverse community expectations, noting that it was “not always possible to satisfy every stakeholder,” a sentiment echoed across the data. The challenge of balancing multiple, and sometimes conflicting, stakeholder interests aligns with the principles of Stakeholder Theory, which emphasises the complexity of addressing the needs of varied groups effectively (Freeman, 1984). Public scepticism emerged as another significant barrier. RES3 pointed out that “public scepticism is a barrier. Some community members question our motives, which can affect participation.” This finding underscores the importance of perceived authenticity in CSR initiatives, a concern addressed by Moehl and Friedman (2022), who argued that when CSR activities are viewed as self-serving, they fail to engender trust and may even provoke backlash from the community. Similarly, RES10 noted the challenge of gaining community trust, which is a gradual process requiring consistent and visible engagement. This highlights the need for long-term commitment to CSR, as opposed to short-term, ad hoc efforts, in building sustainable relationships with communities, as suggested by Lahtinen et al. (2018). Organisational dynamics and internal coordination issues were also identified as obstacles. RES6 discussed the difficulty of aligning CSR initiatives across different corporate functions, observing that “the complexity of coordinating across different departments can be a real hindrance. Aligning our CSR initiatives with other corporate functions takes time and effort.” This internal fragmentation often delays decision-making and can limit the effectiveness of 34 CSR projects, a concern noted by Mudzanani and Anani-Bossman (2023), who highlighted the importance of cohesive internal strategies in executing CSR effectively. In essence, the data illustrated a shared understanding of the various barriers to effective CSR implementation, including financial constraints, regulatory challenges, public scepticism, and internal coordination issues. These findings align with the broader discourse in CSR literature, which underscores the multifaceted nature of challenges that organisations face, particularly when attempting to balance diverse stakeholder expectations with limited resources. The emphasis on financial and logistical barriers also resonates with Legitimacy Theory, as c