Browsing by Author "Tushabomwe-Kazooba, Charles"

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    Integrating corporate social responsibility into efforts to realize millennium development goals: Lessons from Uganda
    (World Journal of Entrepreneurship, 2014) Katamba, David; Nkiko, Cedric Marvin; Tushabomwe-Kazooba, Charles; Babiiha Mpisi, Sulayiman; Kemeza, Imelda; Wickert, Christopher M.J.
    The purpose of this paper is to present corporate social responsibility (CSR) as an alternative roadmap to accelerating realization of Millennium Development Goals (MDGs) in Uganda, even after 2015. Design/methodology/approach – Using a mixed research methodology, this research documented CSR activities of 16 companies operating in Uganda. Data collection was guided by quantitative and qualitative methodologies (semi-structured interviews with CSR managers, plus non-participant observation of CSR activities and projects linked with MDGs). Triangulation was used to ensure credibility and validity of the results. For data analysis, the authors followed a three-stepwise process, which helped to develop a framework within which the collected data could be analyzed. For generalization of the findings, the authors were guided by the “adaptive theory approach”. Findings – Uganda will not realize any MDGs by 2015. However, CSR activities have the potential to contribute to a cross-section of various MDGs that are more important and relevant to Uganda when supported by the government. If this happens, realization of the MDGs is likely to be stepped up. CSR’s potential contributions to the MDGs were found to be hindered by corruption and cost of doing business. Lastly, MDG 8 and MDG 3 were perceived to be too ambiguous to be integrated into company CSR interventions, and to a certain extent were perceived to be carrying political intentions which conflict with the primary business intentions of profit maximization. Practical implications – Governments in developing countries that are still grappling with the MDGs can use this research when devising collaborations with private-sector companies. These documented CSR activities that contribute directly to specific MDGs can be factored into the priority public-private partnership arrangements. Private companies can also use these findings to frame their stakeholder engagement, especially with the government and also when setting CSR priorities that significantly contribute to sustainable development. Originality value – This research advances the “Post-2015 MDG Development Agenda” suggested during the United Nations MDG Summit in 2010, which called for academic and innovative contributions on how MDGs can be realized even after 2015.
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    Principles of Corporate Social Responsibility (CSR) A guide for students and practicing managers in developing and emerging countries
    (Strategic Book Publishing and Rights Co., 2012) Katamba, David; Zipfel, Christoph; Haag, David; Tushabomwe-Kazooba, Charles
    Principles of Corporate Social Responsibility (CSR): A guide for students and practicing managers in developing and emerging countries, is a book that can be used to teach a thirteen-week course unit at undergraduate level, or it can be used by practicing managers to understand the practice of CSR. It is founded on the premise that businesses and organizational activities are organized and conducted for the purpose of making money for their owners, as well as members of the public who have invested in the company (shareholders). The emerging concept of Corporate Social Responsibility (CSR), however, suggests that businesses and organizations also have obligations and responsibilities to the many other entities affected by their decisions. These entities are called “stakeholders” and include employees, suppliers, customers, communities and even the environment. Therefore, this course unit intends to equip students (who are the future) and current managers with skills of how to integrate CSR into their business strategy and operations. It starts with defining CSR, then shows how to get involved in CSR, communicating CSR activities to stakeholders and tracking CSR performance. It concludes by offering students practical skills in designing CSR strategies and using them for enhanced competitiveness, as well as tracking— assessing and measuring the performance of CSR programs. Students are also taught about international bodies that provide guidelines and benchmarks for CSR activities, the UN Global Compact, Global Reporting Initiatives, as examples.