Does ‘Doing Good’ Really Imply ‘Doing Well’? The Effect of Organisational Phronesis on Corporate Social Responsibility Performance and Learning Strategy

Purpose – This paper empirically demonstrates that an organisation’s ability to exercise phronesis shapes its learning strategy and promotes socially responsible practices. It highlights the implications of organisational phronesis for enhancing an organisation’s performance and contributing to the larger societal good.

Design – This study employs a quantitative approach to investigate the relationship between organisational phronesis, learning strategy, and corporate social responsibility. The empirical analysis was conducted using multiple regression model, by the software STATA, which allows for robust and reliable regression modelling.

Findings – The empirical findings of this study demonstrate a significant and positive association between organisational phronesis and both the learning strategy and corporate social responsibility. The multiple regression analysis reveals that higher levels of phronesis within an organisation are associated with a more effective and adaptive learning strategy. Additionally, the results indicate that organisational phronesis is positively linked to corporate social responsibility, reflecting greater commitment to ethical and sustainable practises that benefit society and the environment. These findings provide novel insights into the role of phronesis in fostering organisational learning and responsible behaviour, highlighting its potential to contribute to long-term organisational success and societal well-being.