International Journal For Multidisciplinary Research

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The Impact of Corporate Social Responsibility on Corporate Reputation

Author(s) HARSH VARDHAN, MAHEWASH MARIYAM ALAM, UJJWAL RAJ
Country India
Abstract This research paper explores the profound impact of Corporate Social Responsibility (CSR) on corporate reputation, focusing on the mechanisms through which CSR initiatives enhance or protect a company’s public image. By analyzing key theoretical frameworks such as stakeholder theory, social contract theory, and legitimacy theory, the paper examines how businesses strategically use CSR to manage reputational risks, improve brand trust, and foster positive public perception. Case studies of companies with successful CSR strategies highlight the benefits in financial performance, consumer loyalty, and crisis resilience. The challenges of managing CSR in a digital age, where transparency and scrutiny are heightened, are also discussed. The paper concludes with recommendations for balancing ethical responsibility with business objectives, stressing the importance of integrating CSR into core business strategies to build long-term reputational capital and sustainable growth. This research underscores CSR as a critical tool in modern corporate reputation management in both local and global contexts.
Keywords Corporate Social Responsibility (CSR) • Corporate Reputation • Stakeholder Theory • Social Contract Theory • Legitimacy Theory • Reputational Risk • Corporate Governance • Brand Image • Consumer Trust • Ethical Practices • Social Initiatives • Corporate Identity • Social Responsibility • Financial Performance • Sustainable Development • Public Perception • Corporate Accountability
Field Sociology > Administration / Law / Management
Published In Volume 6, Issue 6, November-December 2024
Published On 2024-11-05
Cite This The Impact of Corporate Social Responsibility on Corporate Reputation - HARSH VARDHAN, MAHEWASH MARIYAM ALAM, UJJWAL RAJ - IJFMR Volume 6, Issue 6, November-December 2024. DOI 10.36948/ijfmr.2024.v06i06.29337
DOI https://doi.org/10.36948/ijfmr.2024.v06i06.29337
Short DOI https://doi.org/g8qfxf
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