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Table 2 CSR in Thai family-run business between 1st and 2nd generation

From: Intergenerational differences of CSR activities in family-run businesses in eastern Thailand

CSR Dimension

1st Generation

2nd Generation

Part 1: CSR Driver

 Origin of Values

Religion

Very high

Low

Family-Culture

No

High

Personal Ethical Values

High

High

Part 2: CSR Behaviour

 Dimensions

Formalisation

Very Little

Quite High

Link to Business

Very Little

High

Management Style

Paternalistic

Business Model

Motivation

Ethics

Profit

Consistency

One-offs

Systematic

System

Informal

Procedural

Reason

Personal Satisfaction

Business Purpose

Part 3: Target and Activities

 Employees

Concern

Income

Employee Productive

Reward System

Money

Commissions

Communication

Person-person

Agenda Meeting

Rules

Flexible

Procedural

Basic Needs

High

High

 Social

Concern

Personally Justified

Economically Justified

Branding

Family’s Name

Business reputation

Religious Activities

High

Low

Social Sponsorship

Lower

High

Government needs

High

High

Join Social Organisation

Yes

Yes

 Environment

Concern

No mention

Yes

Waste

No mention

Reuse, Reduce and Recycle

Natural concern

No mention

Sponsorship

Part 4: FRB Owners Expectations

 Employees

Employee Capability

Work Hard

Work Smart

Trust

Family Trust

Commitment Trust

Loyalty

To Owners

To Company

Employee’s Satisfaction

Yes

Yes

 Society

Connections

Personal

Business

Social Benefits

Access to Resources

Brand Recognition

Be Part of Society

Yes

Yes

 Business

Customer’s Trust Focus

Trust the Owners

Trust the Brand

Brand Image and Reputations

No mention

Yes

Competitive Advantage

No mention

Yes