Figure 5 : The adapted version of the stakeholder model ( Freeman 2003 )
The compliance of such action evidence on the fact of Corporate Social Responsibility existence in the core of the firm ’ s business rather than a residual kind of an activity that does not comply with their business strategies ( Kotler and Lee 2005 ; Porter and Kramer 2006 ).
With regards to Corporate Social Responsibility strategic framework , the idea is to introduce Corporate Social Responsibility as one of their fundamental framework and strategic action by redefining their action plan , systems , and policies accordingly for the Corporate Social Responsibility integration to be effective . This procedure is becoming a part of contemporary efficient movement of implementation of Corporate Social Responsibility by new class of professionals , i . e . the Corporate Social Responsibility officers . This considered one of the filling gabs of Corporate Social Responsibility efficient processing and executions for adequate results . Even though this approach of Corporate Social Responsibility application is not highly implemented in firms , this research intends to add enhancements to the Corporate Social Responsibility implementations strategies in current companies in the United Arab Emirates ( Jackson and Nelson 2004 ).
Various companies are holding the path of Corporate Social Responsibility , unfortunately the possibility of effective implementations tactics of Corporate Social Responsibility is yet to be explored , developed and fulfilled . Khoo and Tan ( 2002 ) illustrates that taking the Corporate Social Responsibility path starts from refining the companies framework , elaborating on the four stages required to be implemented at the firm ( preparation , transformation , implementation , sustainable business results ). Using these methods helps to envelop company ’ s employees and the quality of work improvement along with production enhancement . Another illustration by Panapanaan et al . ( 2003 ), exhibited another process based on the social environmental aspects listed in five stages ( organisation and structure , planning , implementation , monitoring and evaluating , communication and reporting ). As was pointed out by the previously recorded studies , the integration of Corporate Social Responsibility is gradual processes that have deep impact on the company framework . The three other elements to be looked at accordingly are vision , strategic plan , strategic measurement system and compensation system while keeping in mind the social environmental dimensions in the strategic process , which considered crucial matter .
Furthermore , it is almost impossible to ensure the Corporate Social Responsibility objectives if they are not measured and processed efficiently . The personnel in charge must set guidelines for the social environmental aspects that can co-work with the firm set objectives and to have it continually monitored for proficient productions . Internal motivations by key personnel to their employers are to be highly considered for strategic alignments efficiency ( Reynolds et al . 2006 ).
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