The Impact of Corporate Social Responsibility (Csr) on Business Performance in Zimbawe: A Case of Amg Global Chartered Accountants (Zimbabwe).

Abstract

This study focused on the impact of Corporate Social Responsibility (CSR) on Business Performance in Zimbabwe: A Case of AMG Global Chartered Accountants (Zimbabwe). The initiative was motivated by the fact that despite many studies being conducted by different researchers concerning CSR and business performance, in Zimbabwe the service being rendered to the community is not yet world-class hence the study sought to find out how the different variables of business performance affect the overall service received by the community and the firm as well as to make recommendations for improvements through conducting research. The research had four objectives, the first was to investigate the effect of philanthropic responsibility of CSR on business performance in Zimbabwe. The second objective was to examine the impact of the legal responsibilities of CSR on business performance in Zimbabwe. The third objective is to assess the benefits of the economic responsibilities of CSR on business performance in Zimbabwe. Lastly, to find out the ethical challenges in the implementation of CSR on business performance in Zimbabwe. The literature review was also presented on the background of CSR, business performance, and theories of CSR as well as empirical research done in Zimbabwe as well as other countries outlining how CSR has impacted business performance in those countries as well as areas of improvement in those countries as far as CSR is concerned. This study applied a qualitative approach, interviews and questionnaires were used for data collection. The study targeted AMG Global Chartered Accountants (Zimbabwe) employees in Zimbabwe. Data was analyzed qualitatively using descriptive statistics. The study entails that CSR programs' economic benefits, philanthropic responsibilities, ethical challenges and legal responsibilities positively correlate with business performance CSR strategy should be iron-clad, it should evolve in response to new insight and data. The strategy should be a working, living document that can and should continue to improve even mid-campaign as necessary. The firm management should think through on how to share the information internally and externally to foster enthusiasm, boost stakeholder engagement, and even press releases.