Managerial decision-making process in Corporate Social Responsibility (CSR) in a developing country context

This research focuses on the micro-social phenomenon in managerial decision-making process in corporate social responsibility (CSR). Sensemaking process was considered as the base and the cognitive, linguistic, and conative processes used by managers are explained in detail by way of substantive theory. This theory is a result of 26 interviews with 21 managers - 3 telephonic and 18 face to face - responsible for CSR decision making from 8 publicly listed organizations from different industry and with different ownership structures in the state of Goa in India – 4 hotels, 2 IT manufacturing firms, 1 automobile manufacturing firm, 1 chemical manufacturing firm. In addition CSR related data from documents of these organizations, both internal and external were analysed. Qualitative approach was adopted to study the decision-making process. Interview and document data was analysed using Grounded Theory Methodology (GTM). Strategic alignment emerged as the central category which pulled all the other categories. The extent of strategic alignment of CSR in an organization determined the degree to which the CSR decision-making process was proactive and structured.