A Management Model for Transformative Corporate Social Responsibility Practices: The Case of the South African Business Sector

Purpose/objectives: In the absence of a socio-economic transformative business agenda, our purpose is to propose a transformative Corporate Social Responsibility (CSR) management model for businesses in South Africa. Design/methodology: A case study design was followed, using document analysis and a questionnaire as data collection methods. Thirty respondents, representing nine businesses from the banking, food and telecommunication sectors, were sampled. Findings: The results suggest that businesses do not follow a systematic, uniform reporting format annually and do not fully comply with Global Reporting Initiative (GRI) standards or B-BBEE compliance targets. Furthermore, no clear evidence could be found in the sampled companies’ sustainability reports of how much money was contributed annually to socio-economic development, and no progressive CSR trends could be discerned. Practical implications: A practical model with guidelines is presented to assist South African businesses to successfully comply with statutory and regulatory obligations and international CSR reporting requirements. Originality/value: The proposed transformative CSR management model offers a tangible framework for businesses in the absence of such a framework. The main elements of the final model are the oversight and management of CSR and CSR activities, stakeholder management, intervention impact planning, stakeholder engagement, implementation, and sustainable impact reporting. This model can be implemented and used by various stakeholders in the business sector to accelerate tangible and sustainable socio-economic transformation in South Africa.