Research on Corporate Organizational Culture Construction and Optimization Strategy Based on CSR System—Taking H Corporation as an Example

Abstract

With the progression of technological advancements and the evolution of globalization trends, the influence of enterprises in various domains, such as society and the environment, is expanding. Against this backdrop, there is a growing focus on Corporate Social Responsibility (CSR) among scholars and managers both domestically and internationally. Despite ongoing debates on certain issues, numerous instances from both domestic and international contexts affirm the positive impact of corporate CSR initiatives on the global community. Organizational culture is a culmination of the long-term existence of an organization, representing the highest goals, fundamental beliefs, value standards, and behavioral norms collectively followed by its members. Therefore, for an enterprise, its organizational culture is intricately linked to its corporate social behavior. However, there is currently a lack of research that establishes a connection between CSR and organizational culture both domestically and internationally. This paper takes the case of a Chinese mixed-ownership power company, referred to as Company H, as an example. Firstly, it provides definitions for Corporate Social Responsibility (CSR) and the essence of organizational culture. Secondly, it introduces the basic profile of the company, its current CSR practices, and the content of its organizational culture. Thirdly, it conducts a SWOT analysis based on Company H’s current CSR practices. Finally, the paper concludes by offering relevant optimization strategies based on the results of the SWOT analysis.