Overview #
Mongolia’s CSR and Corporate Social Marketing Landscape: Insights from Executives explores how business leaders understand corporate social responsibility and behaviour-change initiatives. The research offers insight into what motivates firms to invest in social and environmental wellbeing, and how CSR can be better integrated into corporate strategy.
Abstract #
In today’s interconnected world, businesses face growing expectations to address global challenges (UNDP, 2015). The United Nations Global Compact (2023) highlights Corporate Social Responsibility (CSR) as a key way to meet social and environmental needs. Plus support the Sustainable Development Goals. While CSR benefits society, questions remain about what motivates businesses to invest in it and how it affects performance. Understanding these factors can help decision-makers encourage greater CSR investment and integration.
This study focused on Mongolia’s CSR initiatives that drive community behaviour change and improve environmental and social wellbeing (Lee, 2016). A review of the CSR and Corporate Social Marketing (CSM) literature identified two key gaps. First, little research examines CSR and CSM in developing countries. Second, evidence on the business benefits of CSR remains mixed (Al-Shammari et al., 2022; Dartey-Baah & Amoako, 2021).
Some scholars argue that CSR outcomes vary because CSR is complex and organisations are motivated by different factors (Petrenko et al., 2016). Similarly, social marketing research suggests that CSR is most effective when companies balance economic, legal, ethical, and philanthropic responsibilities (Deshpande, 2016). However, it remains unclear whether motivations directly influence CSR outcomes (Dartey-Baah & Amoako, 2021). Or whether other factors determine whether CSR delivers positive business results (Petrenko et al., 2016).
The researchers conducted in-depth interviews with 31 executive managers across 12 industries in Mongolia and discussed 52 CSR initiatives. They used thematic analysis to identify patterns, classify CSR motivators and outcomes, and extend Carroll’s CSR Pyramid with 22 motivator categories. The findings highlighted the importance of rewarding outcomes in sustaining CSR activity. Mongolian businesses prioritised economic responsibility, followed by legal, ethical, and philanthropic responsibilities. This pattern aligns with Carroll’s CSR Pyramid rather than Visser’s CSR Pyramid for developing countries.
Access #
Altanchimeg Alexander – Griffith University (altanchimegalex@gmail.com); https://www.researchgate.net/publication/408223304_Unveiling_corporate_social_responsibility_in_Mongolia_a_comprehensive_exploration_of_executive_managers’_perspectives_driving_forces_and_outcomes_in_CSR_initiatives
Location #
Mongolia
Key words #
Extended CSR Pyramid, CSM in Mongolia, WSMC conference 2025
