##plugins.themes.academic_pro.article.sidebar##

Download
pdf
Statistic
Read Counter : 1479 Download : 584

##plugins.themes.academic_pro.article.main##

Abstract

The purpose of this study entitled, “Social Responsibility of Poultry Farms” was to develop a model that will explain how SR is managed and implemented in different poultry farms through their economic and environmental contributions as well as their strategies on profit maximization. The Grounded Theory approach was used to accumulate data. One hundred and seventeen (117) participants in this study were the Farm owners, the farm managers, Farm employees, the residents living at approximately 1000 meters (1 kilometer) away from the farm, the City Environment and Natural Resources Office, and the local government where the farms are located. It is found out that Farms’ overall Social Responsibility constituted the following: as to economic contribution were taxation, industry contribution, community projects and employment, under environmental contribution were Oxygen generation, clean and green perspectives, Environmental (ECC) compliance, and waste disposal management system, under profit maximization were waste utilization, resource maximization, waste minimization and energy saving

Keywords

Social Responsibility Economic Contribution Environmental Contribution Grounded Theory

##plugins.themes.academic_pro.article.details##

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

How to Cite
Catalino N. Mendoza, Leila M. Valero, Araja, Mhar Vincent T., Cañubas, Bren Jeric B., Gulle, Kriscelle, Jade D., & Valle Jr., Marcial S. (2022). The Social Responsibility Model of Poultry Farms Management Deduced from Phenomenological Farm Status in the Philippines. Zien Journal of Social Sciences and Humanities, 6, 73–81. Retrieved from https://zienjournals.com/index.php/zjssh/article/view/1074

References

  1. Ali, AA, Nasruddin, E & Lin, SK (2010). “Relationship between internal corporate responsibility and organizational commitment within the baking sector in Jordan", International Journal of Human and Social Sciences, vol.5, no.14, pp. 932-951
  2. Barney, J.(1991), Firm Resources and Sustained Competitive Advantage,Journal of Management, 17, 99-120
  3. Branco, M., & Rodrigues, L. (2006). Corporate social responsibility and resource-based perspectives. Journal of Business Ethics, 69(2), 111–132.Carroll, A. (1991) The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholder. Business Horizon 34(4):39-48
  4. Carol, A. (1997). A three-dimensional conceptual model of corporate performanceAcademy of Management Review 4(4):495-505
  5. Clarkson, M. (1995). ‘A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance The Academy of ManagementReview 20(1), 65-91
  6. Dick, Bob. (2005). Grounded theory: a thumbnail sketch. [On line] Available at http://www.aral.com.au/resources/grounded.html
  7. Elkington J. (2001). The Chrysalis Economy: How Citizen CEOs and Corporations Can Fuse Values and Value Creation, Oxford: Capstone Publishing/John Wiley
  8. Fuentes-Garcia, F-J., Nunez-Tabales, J.M. and Veroz-Herradon, R. (2008) Applicability of corporate social responsibility to human resource management: Perspective from Spain. Journal of Business Ethics 82(1): 27-44
  9. Garriga, E. and D. Mele: 2004Corporate SocialResponsibility Theories: Mapping the Territory, Journal of Business Ethics 53 (1-2); 51–71
  10. Griffin, Jennifer J. and Mahon, John F., The Corporate Social Performance andCorporate Financial Performance Debate: Business & Society 36 (1): 531.
  11. Jamali, D. and R. Mirshak: 2007,Corporate Social Responsibility: Theory and Practice in a Developing Country Context Journal of Business Ethics 72, 243–262
  12. Jarzabkowski (2005). Strategy as Practice: An Activity Based Approach. London:SAGE
  13. Luetkenhosrt, W. (2004) Corporate social responsibility and the developmentagenda. Intereconomics 39 (3): 157-168
  14. Marshall, C.; Rossman, G. (1999) Designing Qualitative Research. 3rd ed.Thousand Oaks, Ca., Sage.
  15. McWilliams, A. and Siegel, D. (2000). Corporate social responsibility and Financial Performance: Correlation or Misspecification? Strategic Management Journal, 21 (5): 603-609.
  16. Miles, M., Huberman, A. (1994) An Expanded Sourcebook - Qualitative Data Analysis, 2nd ed. Thousand Oaks, California, SAGE Publications, Inc.
  17. Novak, M. (1996) Business as a Calling: Work and the Examined Life. New York:The Free press.
  18. Oliver, C. (1997) Sustainable Competitive advantage: Combining institutional and resource-based views. Strategic Management Journal 18(9): 697-713
  19. Putname, R. (1993). The prosperous community: Social capital and public life.The American Prospect 13(spring):35-42
  20. Saeed, M., & Arshad, F. (2012). Corporate social responsibility as a source of competitive advantage: The mediating role of social capital and reputational capital. Database Marketing & Customer Strategy Management, 19(4), 219–232.
  21. Sharp, Z. and Zaidman, N. (2009) Strategization of CSR. Journal of Business Ethics 93(1): 51–71.
  22. Strauss, A., Corbin, J. (1998). Basics of Qualitative Research - Techniques and Procedures for Developing Grounded Theory. London, Sage.
  23. Surocca, J., Tribó, A.J. and Waddock, S. (2010). Corporate Responsibility and Financial Performance: The role of intangible resources. Strategic Management Journal 31(5): 463–490.