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Prabandhan: Indian Journal of Management

ISSN: 0975-2854 Frequency: Monthly Peer Review: Double-blind Published since: 2008 Language: English
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Impact of CSR Criteria and Sub-Criteria on Retailer Personality: A Study using AHP

Open Access Original Article

Impact of CSR Criteria and Sub-Criteria on Retailer Personality: A Study using AHP

Abdul Rashid1,  Varsha Rokade2

1 Lecturer, Department of Public Administration, Cihan University-Erbil, Kurdistan Region

2 Assistant Professor, Department of Management Studies, Maulana Azad National Institute of Technology (MANIT), Bhopal - 462 003, Madhya Pradesh

Volume 12
Issue 1
Pages 52–63
Year 2019
Received: June 26, 2018 Accepted: Nov. 30, 2018 Published: Jan. 31, 2019
Abstract

The retail industry accounts for about 10% percent of the total GDP of India and the retail industry generates around 8% of the total employment. An objective of this study was to analyze the relative importance of different CSR criteria on retailer personality in organized retail. Data were gathered from experts through specially designed AHP questionnaire and analyzed using the pairwise comparison through AHP. Weights for three CSR criteria, that is, environmental responsibility, societal responsibility, and philanthropic activities were determined. Hierarchical structure was developed to depict the relative importance of each criterion and sub-criteria of CSR. The results revealed that criterion of societal responsibility of CSR had maximum impact on building retailer personality, while criterion of environmental responsibility had minimum impact. In sub criteria comparison, no selling of cigarettes and tobacco had maximum impact on retailer personality, while solar energy use had minimal impact. Implications and recommendations were suggested to retail managers.

Keywords CSR Dimensions Analytic Hierarchy Process Organized Retail
How to Cite

Abdul Rashid, Varsha Rokade (2019). Impact of CSR Criteria and Sub-Criteria on Retailer Personality: A Study using AHP. Prabandhan: Indian Journal of Management, 12(1), 52–63. https://doi.org/10.17010/pijom/2019/v12i1/141428

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