Year: 2025
Type: article
Abstract: This article examines organizational culture as a key system-forming factor in the development and implementation of corporate social responsibility within the framework of sustainable development. The paper argues that sustainable development cannot be achieved solely through formal CSR policies without the presence of a developed organizational culture that integrates ethical, social, and environmental values into everyday management practices. Special attention is paid to the interdependence between organizational culture, CSR values, and employee engagement as a critical mechanism for the practical realization of sustainable development principles. The analysis demonstrates that organizational culture determines the depth, consistency, and effectiveness of CSR implementation, either transforming it into a strategic management tool or reducing it to fragmented, image-oriented initiatives. The article examines the impact of different types of organizational culture on CSR practices and concludes that clan and adhocratic cultures create favorable conditions for systemic social responsibility, while hierarchical and market-oriented cultures often require additional mechanisms to stimulate ethical and socially responsible behavior. Particular emphasis is placed on the role of leadership, internal communications, and human resource management in the formation of a socially responsible organizational culture. The paper also substantiates that employee engagement acts as a link connecting organizational culture and CSR with sustainable development outcomes, as engaged employees internalize corporate values and actively support social and environmental initiatives. The findings highlight that aligning organizational culture with CSR values strengthens long-term competitiveness, increases social capital, and ensures business resilience in conditions of economic uncertainty. The article concludes that a comprehensive approach to organizational culture development is a prerequisite for the transition from fragmented CSR activities to an integrated sustainable development model.
Source: Black Sea Economic Studies
DOI: 10.32782/bses.96-37
Institution: Interregional Academy of Personnel Management
Language: English
Domain: Social Sciences
Open Access status: bronze
OpenAlex ID: W7147638020