Profitability of Corporate Social Responsibility Activities from the Perspective of Corporate Social Managers
Purpose: The purpose of the article is to determine the intensity of CSR activities undertaken by enterprises in Poland and to assess their profitability in terms of stakeholder groups. Design/Methodology/Approach: Questionnaire surveys were conducted on a representative group (by size and sectors of the economy) of 722 large and medium-sized enterprises in Poland in 2019. Respondents were CSR managers, among which three groups of people were identified for whom managing CSR is the only responsibility, is one of the basic responsibilities, CSR activities are one of the many responsibilities. The research hypotheses set out in the article regarding the intensity and profitability of CSR activities directed at individual stakeholders, as well as the complementarity of these activities and the characteristics of the respondents that differentiate their responses, were verified using arithmetic means, Pearson correlation coefficients and Chi-squared test. Findings: Research results indicate that enterprises direct CSR activities to primary stakeholders in the first place. Also, the profitability of CSR activities is usually higher valued in the case of primary stakeholders, while activities directed to the local community and the natural environment received higher ratings than activities directed at public authorities and capital providers. Respondents treat CSR activities directed at all stakeholders as complementary. The respondents' strongest opinions about the orientation of CSR activities and their profitability differentiate the workplace next is sector of the economy and the size of the enterprise has the least difference in assessment. Practical Implications: The results obtained encourage corrections of strategic directions of CSR activities, in the form of an increase in the importance (intensity) of CSR activities directed to local communities and the natural environment. Originality/Value: The research presented is so innovative that CSR managers were selected as the group of respondents. Assuming that the directions (intensity) of CSR activities are adopted (imposed) at the strategic level, the profitability of these activities determined at the operational level verifies the correctness of their orientation.