Corporate social responsibility in China: A qualitative, collective case study of a Chinese non-governmental organization

This qualitative, collective case study examined the barriers that must be overcome to develop a viable corporate social responsibility (CSR) program for a Chinese nongovernmental organization (NGO) headquartered in Beijing, China. The study followed up on Yu and Webber's (2010) case study, which explored how a Chinese NGO in Guangzhou, Guangdong province, China developed CSR in the country's socioeconomic and political context. In-depth, face-to-face interviews with the leaders and members of the organization were conducted in Beijing, China. Findings in the study offered insights into the factors pertaining to developing a viable CSR program in China's political context. The organization adopted Carroll's (1999) CSR model and integrated the CSR principles into China's harmonious society and beautiful China concept as a unique CSR framework. The organization used the interne technology and created a website-based dialogue platform to share and promote CSR practices in China. The organization identified its key stakeholders and suggested that the government leaders should create a set of CSR standards to discipline Chinese companies' behaviors toward achieving the goals of building a harmonious society and a beautiful China.