الفهرس 
Statement of the Problem
Theoretical frameworkOnly 14 pages are availabe for public view
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Abstract
The purpose of this study is to examine the relationship between organisational performance and corporate social responsibility.
METHOD. 378 valid responses from managers and employees of mobile network operators in Egypt were received via survey. The variables measured by the surveys were Integrating business-related social issues into the organisational strategy, Financial performance, CSR capability responsiveness, CSR strategic posture, social performance, and The achievement of business-society shared value.
Pearson‘s Correlation was used to analyze the relationships among variables.
RESULTS. There were positive relationships between the variables with a statistical significance at p < .01.
- Positive correlations between integrating business-related social issues into the organisational strategy and the achievement of business-society shared value indicated beneficial outcomes for both business and society (shared value creation).
- Positive correlations between a company‘s financial performance and the achievement of business-society shared value showed the interdependence between the financial performance of the organisation and the achievement of business-society shared value, because without the sufficient financial resources it‘s difficult for any organisation to consider the society issues or to be engaged in CSR activities.
- Positive correlations between the CSR capability responsiveness of the organisation and the achievement of business-society shared value indicated that companies who proactively behaves and postures their
VI
CSR strategy through interacting and partnering with stakeholders, being aware of social issue opportunities, develops CSR programs, develops innovative products that fulfill social needs, and integrates CSR activities into their business activities, tends to establish good reputation among their customers, employees, community, and competitors, besides increasing the ability to attract and retain loyal customers and quality employees (the achievement of business-society shared value).
- Lastly, positive correlations between a company‘s social performance and the achievement of business-society shared value suggested that companies that score high in social performance tend to score high in the achievement of business-society shared value.
KEYWORDS: Corporate Social Responsibility, CSR, Shared value, Social Performance, Egyptian mobile network operators.