The role of communication tools of the corporate social responsibility strategy for building effective dialogue with stakeholders

Abstract

Communication on Corporate Social Responsibility (CSR) can be based on unilateral communication, in which stakeholders are “passive listeners”. However, more effective is a bilateral interaction that engages stakeholders in the communication process while developing and implementing a CSR strategy, enabling establishment of the dialogue. That is why the objective of the study is to reasonably expose the impact of the communication toolkit of implementing the CSR strategy on establishing dialogue with stakeholders. The author develops an algorithm for organizing a stakeholder communication process that takes into account communication barriers at each stage: creation, encoding, transmission, receiving, decoding and responding. The internally-oriented, externally-oriented and universal communication tools of CSR strategy implementation are characterized. The functions of the communication toolkit of CSR strategy implementation are systematized: informational, contact, educational, interpretative, emotional, holistic, mobilizing, strategic, preventive. The author compared CSR communication strategies (one-sided, two-way asymmetric and two-way symmetric) according to the following criteria: the achievement of communication ideal: transfer and joint creation of CSR meaning, stakeholder needs, the role of stakeholder, method of determining CSR priorities, strategic goals for establishing communications, third-party approval of the CSR strategy. Much attention is paid to specifying forms of indirect and direct communication, as well as to the analysis of their relevance to the main CSR communication strategies. It is established that the identification of stakeholders is an important part of CSR communication, which is why the author summarizes main forms and the result of interaction with them. It is justified that effective interaction with stakeholders holds a dialogue capable of identifying existing problems and jointly formulating ways to solve them.

Визначення Ключових Факторів Впливу На Поведінку Стейкхолдерів У Сфері Медичних Послуг В Україні

“…The relative power of different influential groups is an important factor in assessing their importance, and organisations often create hierarchies of relative importance by ranking them in relation to each other. Khovrak (2019) emphasises that stakeholders also do not always cooperate with each other and may have competitive relations. However, all stakeholders can be considered as a single contradictory whole, whose interests will determine the trajectory of the organisation's development.…”

Формування Методики Взаємодії Корпорації Із Ключовими Стейкхолдерами

“…Так, І. Ховрак аргументував що комунікація з корпоративної соціальної відповідальності (КСВ) може відбуватися за допомогою односторонньої взаємодії, під час якої стейкхолдери є "пасивними слухачами". Проте ефективнішою є двостороння взаємодія, яка залучає стейкхолдерів до комунікаційного процесу при розробці та реалізації стратегії КСВ, надаючи можливість встановлення діалогу [1]. Методо-логію розроблення Плану взаємодії із зацікавленими сторонами описав Р. Тормосов, запропонувавши авторські критерії оцінювання рівня впливовості зацікавлених сторін [2].…”