CORPORATE SOCIAL RESPONSIBILITY AS A TOOL OF STRATEGIC MANAGEMENT

Abstract

The article explores corporate social responsibility (CSR) as a tool of strategic management, enabling the integration of social, environmental, and economic aspects into a company's long-term strategy.  The aim of the study is to analyze corporate social responsibility as a tool of strategic management, including its impact on business development, personnel management efficiency, and the financial performance of organizations. The study examines the key characteristics of CSR, its evolution, evaluation methods, and its connection with the long-term goals of companies. The research employs general scientific methods of cognition, such as a systems approach, which facilitated the analysis of CSR as a multi-level phenomenon; theoretical generalization methods to study the concept and evolution of CSR; comparative analysis to explore approaches to CSR evaluation. The results of the study demonstrate that corporate social responsibility plays a key role in the strategic management of companies. It is concluded that integrating social, environmental, and economic aspects into strategic planning fosters the development of long-term competitive advantages. The findings reveal that companies' active participation in environmental initiatives not only enhances their reputation but also strengthens financial performance. Employee involvement in volunteering programs positively influences their motivation and professional development, which, in turn, is a critical component of human resource management. The study establishes that investments in employees are directly linked to increased economic efficiency, emphasizing the importance of human capital in the strategic development of organizations. The practical significance of the study lies in the fact that its results can be used to develop company strategies focused on sustainable development, enhancing competitiveness, and improving personnel management.