Corporate social responsibility and social capital development: case studies of the Ban San Din Dang and Ban Klong Rue Hydropower Plants
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2016
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2559
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eng
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application/pdf
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251 leaves
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b199206
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ผลงานนี้เผยแพร่ภายใต้ สัญญาอนุญาตครีเอทีฟคอมมอนส์แบบ แสดงที่มา-ไม่ใช้เพื่อการค้า-ไม่ดัดแปลง 4.0 (CC BY-NC-ND 4.0)
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National Institute of Development Administration. Library and Information Center
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Banna Wanishayanun (2016). Corporate social responsibility and social capital development: case studies of the Ban San Din Dang and Ban Klong Rue Hydropower Plants. Retrieved from: https://repository.nida.ac.th/handle/662723737/6262.
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Corporate social responsibility and social capital development: case studies of the Ban San Din Dang and Ban Klong Rue Hydropower Plants
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Abstract
The objectives of this study were 1) to study the implementation of corporate social responsibility in a community hydropower plant construction project; 2) to investigate the social capital development process resulting from the implementation of corporate social responsibility; and 3) to develop a model of the social capital development process resulting from the implementation of corporate social responsibility. The present research employed the qualitative method. The case studies were conducted in the Ban San Din Daeng community and Ban Klong Rue community. The documentary research technique and in-depth interview method were applied to collect data from the key informants involved in the construction of the hydropower plants; namely, the representatives from the organizations implementing corporate social responsibility, the community leaders and the villagers in the Ban San Din Daeng community and Ban Klong Rue community, and the network partners. The results suggested that the hydropower plant construction was one form of charitable corporate social responsibility. The organizations provided financial assistance, equipment, and volunteer staff to support the hydropower plant construction, which consequently affected the social capital development in the dimension of networks, norms, and trust. In the dimension of networks, it was found that there was the highest number of network partners during the construction period. The network resources included money, labor, machinery, knowledge, and facilitation. In the dimension of norms, during all three phases of the construction there were network norms, which were determined according to the roles and responsibilities of the network partners. However, during the construction and postconstruction phases, the network norms seemed to have an effect on the community norms. In the dimension of trust, it was found that trust among the network partners did not occur during the pre-construction phase unless the network partners had prior relationships with each other. Trust tended to develop during the construction phase; however, it could subsequently regress due to conflicts among the network partners. Trust could be finally revived through the effective coordination of an intermediary partner, informal meetings, and honest talk. Thus, the social capital development process resulting from the implementation of corporate social responsibility was dynamic. Considering the results of the comparative study, it was found that the Ban San Din Daeng community and Ban Klong Rue community had similar social capital development processes. Networks were likely to be created first, followed by norms and trust. Sometimes norms or trust could be created first, depending on the prior experiences and relationships of the network partners. Trust remained until the postconstruction phase seemed to be stable. A model of the social capital development synthesized from the research results suggested that organizations with corporate social responsibility seek target communities through an intermediary partner. Then additional network partners are acquired to raise network resources. Network norms are determined by network resources and roles of each network partner. Trust among network partners can be created, and stability of trust can be maintained. The researcher proposed a corporate social responsibility strategy in order to ensure that the community hydropower plant construction initiative would be continually supported. An integration of corporate social responsibility strategy and cross-organizational synergy should be promoted so that other potential organizations place more importance on community hydropower plant construction, which could ultimately enhance the quality of life and develop strong social capital in communities. Most importantly, the findings of this research suggested that new knowledge can be created from a community-based approach. If a community is considered as an organization, social capital, which is an objective of a community, can be an objective of organizational theory as well.
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Thesis (D.P.A.)--National Institute of Development Administration, 2016