. Introduction

The first paragraph should provide a brief background of the topic and why this study is important. It should generate the research problem at a macroscopic level and should motivate the readers to read the chapter. This can be done by giving solutions at the end of the current problem statement. Further, this could be moved to complete the introduction. The beginning of the first paragraph is very important, as it sets the tone for the paragraph and should provide some sort of information or argument, which has led to the need for the research. The next statement is also very important. This statement should start to give the reader some indication of how answerable the research problem is and what the final answer to the problem will be. This creates curiosity for the reader and encourages them to read the entire study. This first paragraph should give readers a clear idea of what the whole chapter is about. Then, according to what you have said in your paper, in the last paragraph, you can make a summary of the research objective(s) and how the research objective has been achieved, so the reader can see that you have thoroughly completed the chapter. After that, you end the introduction chapter by writing the scope and objectives and sort of a transition to the next chapter, which will be the literature review chapter.

1.1. Background

There is widespread agreement in the academic literature that the strategic alignment of CSR practices with external social concerns is helpful for companies to maximize the social and business value of their CSR efforts (Bundy et al. 2013). However, empirical evidence in this field is still limited and the real impact of organizational culture on the nature and effect of CSR implementation remains unclear. Therefore, this study aims to provide a detailed analysis of how Hyundai’s CSR policy and initiatives are shaped by its organizational culture.

Yet, despite many high-profile initiatives, Hyundai has faced increasing criticism from charity groups and regulatory bodies. It was recorded in 2016 by the People’s Daily in China that Hyundai has been embroiled in the ‘worst ever charity scandal’ for a multinational company in China, due to a lack of clear understanding as to what CSR means and how to effectively implement it. This adds to a growing list of public relations crises in recent years including deceptive advertising and a lack of transparency that has led to shareholder revolts and massive falls in stock value.

In Hyundai, a leading multinational car manufacturer headquartered in Seoul, Korea, CSR is becoming increasingly important in ensuring the company sustains a global competitive edge. Established in 1967, Hyundai operates in numerous countries worldwide, and together with its subsidiaries and affiliates, it is the fifth-largest automobile company in the world (Hyundai Motor Company 2018). For almost half a century, Hyundai’s rise has been synonymous with Korea’s emergence from the shadows of the Korean War – first into a regional powerhouse and then, by the end of the 20th century, into a strong, modern, and internationally respected nation. Corporate Social Responsibility (CSR) has been seen as the vehicle for Hyundai to realize its long-term goals for a sustainable and future-focused business, and to place itself at the heart of the environment, community, and transparent governance.

An organization’s culture can have a significant impact on the ways that employees support and carry out a company’s CSR initiatives. According to Albinger and Freeman (2000), organizational culture helps address the needs of different stakeholders and provides a sense of shared values and common purpose. It shapes employees’ decisions and influences their behaviors (Kotter and Heskett 1992; Kavanagh and Ashkanasy 2006). Just as important, companies with a strong culture tend to recognize and respond to CSR strategically, rather than peripherally or reactively (Bundy et al. 2013).

1.2. Purpose of the Study

The main purpose of this study is to identify the nature of organizational culture in Hyundai Motor Company and the nature of its CSR in the motor industry. A relatively limited number of studies focus on the evidence of how cultural factors affect the CSR activities of multinational companies in the motor industry and focus on the specific case of Hyundai. Therefore, the studies, it is expected to explain how organizational culture affects the implementation of CSR at Hyundai Motor Company. Hyundai, as one of the world’s premier automotive manufacturers, has a high status in the international motor companies and its CSR activities set an important agenda for the sustainable development of motor companies. Also, to successfully achieve the aims and objectives mentioned above, the study will analyze the key theories of organizational culture and CSR and the specific CSR activities of Hyundai Motor Company. Specifically, the study will use the concept of organizational culture from some basic levels of analysis for research in social science and then critically evaluate how the various types of organizational culture can influence the practice of CSR at the organizational level. By doing so, the study expects to provide a greater understanding of the nature of organizational culture and CSR and why cultural factors have an important impact on the CSR activities of Hyundai Motor Company. Also, the findings of the studies may provide managerial suggestions for the development of CSR-making strategies by the managers in Hyundai. If successful, the study will provide a theoretical summary that exemplifies the relationship between organizational culture and CSR. Providing a case study of Hyundai Motor Company will enhance our understanding of the link between organizational cultural factors and CSR. Last but not least, the study hopes to build up a powerful line of reasoning from which the greater potential of successful CSR and its ability to be refined and improved can be realized.

1.3. Research Questions

The research will explore the organizational culture of Hyundai and the impact of this on its CSR policy and practices. The specific research questions of the study are as follows: 1) What is the current organizational culture of Hyundai? 2) What are the main elements of this culture? 3) How effective is Hyundai’s CSR program? 4) What are the main factors that influence Hyundai’s CSR initiatives? These questions were developed in line with the aim and the objectives of the research which are to identify the elements and factors of an effective CSR initiative in a large multinational and to understand the organizational cultural dynamics that encourage or enable CSR to be undertaken with leadership initiative. Answers to these research questions will provide ample evidence that supports the arguments of the current PhD research making. This study will also measure the validity and reliability of the developed new knowledge in the subject area of examining and understanding the relationship between leadership, organizational culture, and the effective undertaking of CSR activities in a global passionate, and innovative team.

2. Literature Review

2.1. Definition of Organisational Culture

2.2. Importance of Organisational Culture

2.3. Definition of Corporate Social Responsibility (CSR)

2.4. Relationship between Organisational Culture and CSR

3. Methodology

3.1. Research Design

3.2. Data Collection Methods

3.3. Sample Selection

4. Analysis and Findings

4.1. Overview of Hyundai’s Organisational Culture

4.2. CSR Practices in Hyundai

4.3. Impact of Organisational Culture on Hyundai’s CSR Initiatives

5. Discussion

5.1. Interpretation of Findings

5.2. Comparison with Previous Studies

5.3. Implications for Hyundai and Other Organizations

6. Conclusion

6.1. Summary of Findings

6.2. Limitations of the Study

6.3. Recommendations for Future Research

7. References