CSR: a case for employee skills‐based volunteering

Purpose - As companies face an ever wider range of challenges, there is growing adoption of CSR initiatives to aid company success. The business case for CSR investigates the potential for economic value in socially oriented company actions. This paper aims to examine one key CSR initiative, that of employee skill‐based volunteerism. Design/methodology/approach - Researchers consider three current applications of employee skill‐based volunteerism and the potential to generate company economic value. Findings - This concept paper suggests employee skill‐based volunteerism aligns with the four components of the business case for CSR, including the enhancement of company reputation, the reduction of costs and risk, the achievement of business strategy, and the creation of learning and partnership. Research limitations/implications - This paper focuses on three companies' employee skill‐based volunteerism programs and does not reflect the comprehensiveness of a meta‐analysis. Hence conclusions are limited in generalization. Further investigation of company CSR program initiatives and their impact both short term and long term is suggested. Practical implications - This paper seeks to highlight the potential for economic value within CSR initiatives. By considering the role of employee skill‐based volunteerism, this paper considers this specific CSR initiative and its potential for generating economic benefits for a company. Originality/value - The authors suggest that employee skill‐based volunteerism can serve as a unique differentiating strategy employing the knowledge, skills and abilities of employees that are specific to any given company. As CSR initiatives continue to be adopted, there remains a need to learn which initiatives may serve as significant sources of economic value for a company, as well as how best these initiatives can be implemented.