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 |