Browsing by Author "Alessa, Abdulaziz"

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Exploring the Role of Corporate Social Responsibility in Achieving Saudi Vision 2030
(Saudi Digital Library, 2026) Alessa, Abdulaziz; Dhakal, Subas; Bayerlein, Leopold
Vision 2030 of the Kingdom of Saudi Arabia involves significant institutional developments related to corporate social responsibility (CSR), aimed at transforming the economy into a more sustainable one. The private sector is expected to play a central role in achieving the Vision 2030 goals, and consequently, many Saudi companies have begun adopting CSR practices. However, the extent to which these initiatives—particularly in the banking sector—contribute to achieving these goals remains unclear. More importantly, studies on the link between CSR practices and Vision 2030 remain scarce. According to Carroll (1991), CSR involves conducting business in economically profitable, law-abiding, ethical and socially supportive ways. Grounded in this understanding, this thesis contends that CSR implementation in the Saudi banking sector can meaningfully support the Vision 2030 goals by serving as a mechanism for sustainable development. The study used a mixed methods approach: a document analysis of annual reports from 10 banks, semi-structured interviews with 10 CSR policymakers and a survey of 204 branch managers. This approach was used to assess the magnitude of these banks’ CSR initiatives, their policy formulation at the corporate level and their CSR initiatives at the branch level. The results revealed a multilayered picture of CSR within the Saudi banking sector. Document analysis showed that although banks are actively engaged in CSR initiatives—particularly in areas such as supporting small and medium enterprises, housing and charitable giving, environmental sustainability remains a peripheral focus. Further, the interviews with the CSR policymakers revealed that CSR policy formulation is centrally controlled and follows a top-down approach, often shaped by Vision 2030 priorities, board directives and alignment with Vision 2030. Some banks involve regional managers in the consultation process, but corporate management makes the final decisions, limiting input from operational staff. Moreover, governance plays a pivotal role: some banks have strong board oversight and structured CSR committees, while others rely on more ad hoc approaches with less formal integration. In addition, the survey results indicated a moderate alignment between branch-level practices and CSR policies, but also highlighted gaps in CSR-specific training, the insufficient allocation of financial resources and limited decision-making autonomy. Notably, statistical analysis showed that factors such as managerial experience, awareness of CSR policies and the availability of institutional support strongly influence branch-level CSR initiatives. These findings are supported by institutional and attitude–behaviour theories and offer in-depth insight into the multi-level dynamics of CSR policy and practice within the Saudi banking sector. This study provides valuable implications for policymakers, government regulators and banking professionals by highlighting the importance of aligning corporate-level CSR polices with operational initiatives to effectively support Vision 2030. In particular, regulatory bodies and CSR departments may use these findings to enhance policy communication, standardise reporting frameworks and strengthen branch-level capabilities, which would ensure that CSR becomes a more impactful, integrated tool for achieving the Vision 2030 goals.
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