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range of factors to ensure success of the CSR strategy. Both regulatory and implementation processes are critical and they are supposed to be supported by formal/informal corporate culture within the organization. In the first instance, an efficient structure for decision making involves all the stakeholders within the organization is critical. The kind of organization culture established in an organization sets the pace for what will continue to be done in the future. Some organizations sets up committees mandated with CSR decision-making thereby becoming more centralized. Subsequently, an action plan which in this regard, is precisely practical should be adopted and executed so that CSR strategy and the decision making framework bears fruits (Beth and Ruggie (2005). In the same note, as Rama et al., (2009) argues the action plan should encompass key performance indicators, targets and timeframe within which they are supposed to achieved.

Subsequently, last bit in the implementation process entails integrating the CSR strategy and organization culture. A form of balance and consistency between the two should prevail.

Finally, the last stage entails evaluation and monitoring processes of the CSR program. In this regard, the effectiveness as time passes is assessed and reported in form of publication especially to the stakeholders. This acts as a way of portraying transparency within the organization. Therefore, the image and reputation of the company improves among potential investors. On the other hand, as the Rama et al., 2009 argues, in his study, of global chain supply, sustainability reporting and sustainable development would be realized and comes in handy at improving the economic status/performance of the organization. This can as well be regarded as a form of social reporting

行动守则--- Code of Conduct

Boyd et al. (2007) identifies the code of conduct with respect to CSR as policies and/or procedures that governs an organization’s corporate behavior. The intentions of an organization’s CSR program are clearly outlined in the code of conduct and in addition relationships and responsibilities between stakeholders are specified (Rama et al., 2009).

建议--- Recommendations

 successfully implement CSR program, in any given organization, I would recommend the need to have capacity development in various aspects; individual capacity, organizational capacity, collaborative capacity, and an enabling environment capacity (Rama et al., 2009). The enabling-environment-capacity encompasses the elements of the wider social, economic, and political environments. In the second instance, having a collaborative capacity among various stakeholders such as customers, employees would come in handy at improving cohesive with the organization. On the other hand, organization’s structures, leadership, incentives, and communication systems fall under the organizational capacity and they go hand in hand with collaborative capacity. The final precaution to any organization embarking on a CSR program is the individual capacity. This entails the professionalism of the management in solving problems, participating in decision making as well as being full fully conversant and responsible in their roles.

结论---conclusion

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