Figure 5: The adapted version of the stakeholder model( Freeman 2003)
The compliance of such action evidence on the fact of Corporate Social Responsibility existence in the core of the firm’ s business rather than a residual kind of an activity that does not comply with their business strategies( Kotler and Lee 2005; Porter and Kramer 2006).
With regards to Corporate Social Responsibility strategic framework, the idea is to introduce Corporate Social Responsibility as one of their fundamental framework and strategic action by redefining their action plan, systems, and policies accordingly for the Corporate Social Responsibility integration to be effective. This procedure is becoming a part of contemporary efficient movement of implementation of Corporate Social Responsibility by new class of professionals, i. e. the Corporate Social Responsibility officers. This considered one of the filling gabs of Corporate Social Responsibility efficient processing and executions for adequate results. Even though this approach of Corporate Social Responsibility application is not highly implemented in firms, this research intends to add enhancements to the Corporate Social Responsibility implementations strategies in current companies in the United Arab Emirates( Jackson and Nelson 2004).
Various companies are holding the path of Corporate Social Responsibility, unfortunately the possibility of effective implementations tactics of Corporate Social Responsibility is yet to be explored, developed and fulfilled. Khoo and Tan( 2002) illustrates that taking the Corporate Social Responsibility path starts from refining the companies framework, elaborating on the four stages required to be implemented at the firm( preparation, transformation, implementation, sustainable business results). Using these methods helps to envelop company’ s employees and the quality of work improvement along with production enhancement. Another illustration by Panapanaan et al.( 2003), exhibited another process based on the social environmental aspects listed in five stages( organisation and structure, planning, implementation, monitoring and evaluating, communication and reporting). As was pointed out by the previously recorded studies, the integration of Corporate Social Responsibility is gradual processes that have deep impact on the company framework. The three other elements to be looked at accordingly are vision, strategic plan, strategic measurement system and compensation system while keeping in mind the social environmental dimensions in the strategic process, which considered crucial matter.
Furthermore, it is almost impossible to ensure the Corporate Social Responsibility objectives if they are not measured and processed efficiently. The personnel in charge must set guidelines for the social environmental aspects that can co-work with the firm set objectives and to have it continually monitored for proficient productions. Internal motivations by key personnel to their employers are to be highly considered for strategic alignments efficiency( Reynolds et al. 2006).
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