Volume No. :   9

Issue No. :  1

Year :  2018

ISSN Print :  0976-495X

ISSN Online :  2321-5763


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Impact of CSR on Company Perception: A Methodological and Thematic Review



Address:   Abhinav Motiwal1, Bharat Yadav1, Cheshta Chawla1, Smita Mehendale2
1MBA Student, Symbiosis Institute of Management Studies, Symbiosis International University, Pune, Maharashtra, India,
2Assistant Professor, Symbiosis Institute of Management Studies, Symbiosis International University, Pune Maharashtra, India
*Corresponding Author
DOI No: 10.5958/2321-5763.2018.00130.0

ABSTRACT:
With the omnipresence of the internet in our quotidian life, research interest on this topic has escalated. In the current research, on these tools, a section of the literature highlights Corporate Social Responsibility and its impact on company perception. This article utilizes a methodology of systematic literature review, along with the primary aim of attempting to identify the most significant methodologies and pertinent topics of research on customer perception about the company towards the CSR done by them. We were able to include a sum of 30 papers in our review, which covered seven research themes like strategy, B2B markets, customer retention, organizational stability and legal compliance to name a few. With respect to the chosen methodologies, research on CSR and its impact on company perception was found to be smatteredand required further studies of mixed approaches and research based on theory. Also further studies of quantitative nature to be done. There are a few suggestions for future research with respect to both methodological and thematic considerations incorporated towards the final part of this paper.
KEYWORDS:
Corporate Social Responsibility (CSR), CSR impacts on company, Systematic Review of Literature, Methodological Review, Thematic Review
Cite:
Abhinav Motiwal, Bharat Yadav, Cheshta Chawla, Smita Mehendale. Impact of CSR on Company Perception: A Methodological and Thematic Review. Asian Journal of Management. 2018; 9(1):823-828.
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