The Impact of Corporate Social Responsibility Initiatives On Organizational Performance: A Case Study of Mtn (U} Ltd (Focus On Uganda Cranes Sponsorship)

CHAPTER ONE INTRODUCTION 1.1 BACKGROUND TO THE STUDY According to Richardson et al, (1999), Corporate Social Responsibility (CSR) is defined as voluntary actions undertaken by companies that are intended to advance social issues. Corporate social responsibility covers the full range of scope that constitutes an organization's responsibility, which are four: economic, legal, ethical and philanthropic (Carroll, 1991). Organizational performance comprises the actual output or results of an organization as measured against its intended outputs (or goals and objectives). Organizational performance is tracked and measured in four multiple dimensions namely, financial performance, customer service, internal business processes and learning and growth (Kaplan, R.S.etal, 1992). MTN is committed to being a socially responsible company in Uganda. MTN views its Corporate Social Responsibility initiatives as integral to its core mission and organizational performance. In line with its mission, as part of Corporate Social Responsibility, MTN is investing in the socio-economic betterment of the communities in which it operates through volunteerism with both governmental institutions, namely the Uganda Police, and non-governmental organizations, exemplified by the Uganda Red Cross; commitment to legal regulatory requirements, such as registration; carrying out business with ethical concerns such as advising clients on the need to use sustainable technologies and materials; and in the economic perspective by seeking to fulfill company's financial objectives.