Product details

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Abstract

In 2009-2010 the Hungarian ICT sector was experiencing its most difficult times over 15 years, as a result of the global economic crisis, new government regulations and an extra 'crisis' tax introduced by the Hungarian government. Consequently telecom companies have started cutting costs, including the reduction of workforce. But what happens with CSR initiatives in such circumstances? Do they survive? If yes, how is it possible to justify spending resources on programs that address social and environmental issues when people are getting fired and all operations are downsized? Through the case of Telenor Hungary, this study well demonstrates the challenges leadership faces in such circumstances, the questions it needs to answer and introduce a set of possible actions that can serve both the interest of the company and its stakeholders at the same time. Demonstrate the case as best practice for rationalizing CSR activities by converting ad hoc charity and classic philanthropy into strategic CSR directly linked to the core business thus moving from a company practicing CSR toward a socially responsible business.
Location:
Industry:
Size:
Large MNC
Other setting(s):
2011

About

Abstract

In 2009-2010 the Hungarian ICT sector was experiencing its most difficult times over 15 years, as a result of the global economic crisis, new government regulations and an extra 'crisis' tax introduced by the Hungarian government. Consequently telecom companies have started cutting costs, including the reduction of workforce. But what happens with CSR initiatives in such circumstances? Do they survive? If yes, how is it possible to justify spending resources on programs that address social and environmental issues when people are getting fired and all operations are downsized? Through the case of Telenor Hungary, this study well demonstrates the challenges leadership faces in such circumstances, the questions it needs to answer and introduce a set of possible actions that can serve both the interest of the company and its stakeholders at the same time. Demonstrate the case as best practice for rationalizing CSR activities by converting ad hoc charity and classic philanthropy into strategic CSR directly linked to the core business thus moving from a company practicing CSR toward a socially responsible business.

Settings

Location:
Industry:
Size:
Large MNC
Other setting(s):
2011

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