Date of Conferral
Doctor of Business Administration (D.B.A.)
Lisa A. Cave
Ineffective corporate social responsibility (CSR) strategies harm the organizational brand, reputation, and financial growth. Business leaders who lack strategies to achieve CSR initiatives risk the profitability of their organizations. Grounded in stakeholder theory, the purpose of this qualitative multiple case study was to explore CSR strategies leaders of small and medium sized enterprises (SMEs) use to sustain profitability. Four SME leaders who implemented successful CSR strategies and improved profitability in Maryland and Virginia participated in semistructured interviews. Other data collected were company profit and loss statements. A thematic analysis was used to analyze the data. The 3 primary themes that emerged were responsible employee engagement strategy, responsible governance strategy, and increased transparency strategy. The implications for positive social change include the potential for business leaders to increase corporate philanthropic donations to communities. Philanthropic activities could potentially improve the living conditions of citizens through community growth and development, increased benefits for the least advantaged, and increased collaboration between society and industry.