Empowering Corporate Social Responsibility In Chinese Non-Governmental Organizations


One must overcome multiple barriers to develop viable corporate social responsibility
(CSR) programs for nongovernmental organizations (NGOs) headquartered in Beijing,
China. Our qualitative, collective case study follows up on Yu andWebber’s (2010) research,
which explored how a Chinese nongovernmental organization in Guangzhou, Guangdong
province developed corporate social responsibility in the country’s socioeconomic and political
context. The 15 participants in the current study were chosen because of their association
with the China CSR Map, Syn Tao project and their willingness to be interviewed.
Participants identified economic, legal, ethical, and philanthropic responsibilities as key
categories for CSR consideration within the framework of consumers, employees, government,
and other stakeholder interest. The authors’ findings offer insights into the factors
pertaining to the development of a viable CSR program in China’s political context. China
CSR Map, Syn Tao identified its key stakeholders and suggested that governmental leaders
create a set of CSR standards to discipline Chinese companies’ behaviors toward achieving
the goals of building a harmonious society and a beautiful China.

This publication has been peer reviewed.
Publication Type: 
Journal Article
Jan Yang & Jon Webber
Year of Publication: 
Journal, Book, Magazine or Other Publication Title: 
Journal of Psychological Issues in Organizational Culture
Date Published: 
Thursday, April 24, 2014



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