Managerial Decision-Making Process in CSR: Employee Volunteering

Abstract

This paper follows the paper on substantive theory of managerial decision-making process in Corporate Social Responsibility (CSR), developed as a result of twenty-six interviews with twenty-one managers – three telephonic and eighteen face to face - responsible for CSR decision making from eight publicly listed organizations from different industry and with different ownership structures in the state of Goa in India – four hotels, two IT manufacturing firms, one automobile manufacturing firm, one chemical manufacturing firm; using Grounded Theory Methodology. This paper’s focus is on one of the part of the substantive theory - micro-social phenomenon in managerial decision-making process in Employee Volunteering as it deserves special focus and elaboration. The authors have developed theoretical framework on managerial decision-making process in Employee Volunteering and have introduced the concept of Impure Employee Volunteering. This paper goes on to explain the framework with the help of interview snippets by the managers who were interviewed for the study. It then discusses the framework with respect to extant literature, and presents managerial implications and future research scope in employee volunteering.

Keywords: Corporate Social Responsibility, Employee Volunteering, Managerial Decision-Making Process, Employee Engagement, Grounded Theory Methodology, Qualitative Research Methodology

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