Lutsykiv Ivanna, PhD in Economics, Associate Professor, Associate Professor of the Department of management and administration, Ivan Puluj Ternopil National Technical University, Ternopil, Ukraine

ORCID ID: 0000-0003-1307-3391
e-mail: ivanna0287@gmail.com

Kuzhda Tetiana, PhD in Economics, Associate Professor, Associate Professor of the Department of management and administration, Ivan Puluj Ternopil National Technical University, Ternopil, Ukraine

ORCID ID: 0000-0002-5962-0795
e-mail: uliana-uliana8@ukr.net

Corporate social responsibility in the enterprise’s management

Abstract. Introduction. Today’s business environment is characterized by increased demands for transparency, ethics and social orientation of business. In this environment, corporate social responsibility (CSR) is not only a moral norm, but also an effective management tool. However, despite the growing attention to CSR in global practice, its implementation at the domestic level is still fragmented and often formal. Therefore, there is a need for an in-depth study of CSR mechanisms as a component of the enterprise management, in particular in the context of strategic planning, staff motivation and interaction with key stakeholders.

Purpose. The purpose of the study is to deepen the theoretical and methodological foundations of corporate social responsibility as a component of enterprise management and to develop practical recommendations for its effective implementation.

Results. The article deals with theoretical and applied aspects of corporate social responsibility as an important component of the enterprise management system. The main approaches to understanding CSR, its internal and external components, as well as the peculiarities of implementing socially responsible practices in a transformational economy have been analyzed. The main problems of CSR implementation at domestic enterprises have been identified, including limited financial resources, lack of a systematic approach, low staff motivation and poor communication. Proposals for improving the CSR effectiveness have been presented, in particular through establishing a dialogue with stakeholders, introducing mechanisms for assessing the impact and integrating CSR into the overall enterprise strategy.

Conclusions. Corporate social responsibility is a key element of a modern management that ensures the integration of economic, social and ethical aspects of a company’s activities. Its effective implementation helps to strengthen reputation, increase employee loyalty, attract investment and ensure sustainable development. For Ukrainian companies, the transition from declarative forms of CSR to a holistic strategy involving interaction with stakeholders, internal staff motivation, performance evaluation, and integration of social responsibility into management processes is a pressing task.

Keywords: corporate social responsibility; management; stakeholders; social initiatives; CSR strategy; performance evaluation.

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