CORPORATE SOCIAL RESPONSIBILITY AS A TOOL FOR IMPROVING ENTERPRISE MANAGEMENT EFFICIENCY: THEORETICAL APPROACHES AND PRACTICAL IMPACT

Abstract

This article explores Corporate Social Responsibility (CSR) as a key strategic tool for enhancing the effectiveness of enterprise management in the context of increasing global complexity, stakeholder pressure, and demands for transparency and accountability. CSR is examined not merely as a voluntary or philanthropic initiative but as a fully integrated component of strategic planning and corporate governance. The paper provides a detailed analysis of the theoretical foundations of CSR, including classic models such as Carroll’s CSR Pyramid, Freeman’s Stakeholder Theory, and the Shared Value approach by Porter and Kramer. In addition to highlighting the evolution of CSR in global business discourse, particular attention is given to the adaptation of CSR concepts in the Ukrainian economic and institutional environment. The author proposes an original definition of CSR as a strategic managerial philosophy that aligns economic performance with social welfare and environmental sustainability through structured stakeholder engagement. The paper further discusses the practical impact of CSR on enterprise performance, including its influence on employee motivation, innovation capacity, customer loyalty, reputation management, investment attractiveness, and risk mitigation. It is argued that CSR practices contribute significantly to the development of sustainable business models that are not only socially legitimate but also more resilient in the face of environmental and economic disruptions. Empirical examples and references to international and Ukrainian companies demonstrate how CSR contributes to both short-term improvements and long-term organizational resilience and adaptability. Moreover, the paper identifies key challenges that enterprises face when implementing CSR strategies in emerging markets, such as limited stakeholder awareness, regulatory gaps, and insufficient access to sustainability metrics. The article concludes that CSR plays a transformative role in building responsible and sustainable enterprises and must be institutionalized as part of core management systems. It also emphasizes the need for further research into measurable indicators and industry-specific frameworks for evaluating the effectiveness of CSR implementation across different economic sectors.