WANJOHI Mathew Muchiri, NGANGA Kinyanjui, KAGIRI Assumpta


In the year 2013, 43% of all Corporate Social Responsibility projects implemented in Kenya were unsustainable. This study therefore sought to asses on the factors influencing the sustainability of Corporate Social Responsibility Projects in Kenya with A case of EABL Foundation. The study sought to examine the influence of stakeholdersâ involvement, project resources, project leadership and project team on the sustainability of Corporate Social Responsibility Projects in Kenya. In the literature review, four theories namely, stakeholder theory, Tuckman's Theory of team development, contingency theory of leadership and theory of constraints. The study was, however, grounded on Tuckman's Theory of team development. A conceptual framework was examined to show the relationship between the independent variables and the dependent variable while the empirical review was done to identify studies done by other researchers that are relevant to the current study. This study used descriptive research design. The target population for this study was 109 comprising of EABL staff working in the EABL foundation and the community representatives of the beneficiaries of CSR projects in Mwingi, Wote, Nakuru, Limuru, Kikuyu, Thika, Mavoko and Meru. The sampling frame of this study comprised of EABL foundation staff and community representatives in various CSR projects by EABL. This study used a stratified random sampling to select 50% of the target population. The sample size of the study was 55 respondents. This study made use of primary data, which was collected by use of structured questionnaires. A pilot test was conducted to assess the validity and reliability of the research instruments. The questionnaires generated quantitative data, which was analyzed by use of arithmetic mean and standard deviation and statistical package for social sciences (SPSS version 21) was the software used in analysis. The data was then presented in tables and graphs. From the analysis it was established that stakeholdersâ participation had a major influence on sustainability of Corporate Social Responsibility Projects to a great extent with a mean score of 4.01. The study also established that project resources and project leadership have a high influence on sustainability of CSR projects with mean scores of 4.118 and 4.163 respectively. Project team was identified to have the highest influence on CSR projects with a mean score of 4.169. Therefore working together with stakeholders is significant to getting the project beneficiaries satisfied and hence having successful CSR projects. Funding is crucial to the success of CSR projects and failure to ensure funds are available would lead to stalled and unsuccessful projects. Having the right leadership qualities ensures good working relationship with the stakeholders leading to increased collaboration and CSR projects beneficiaries owning the projects. Lastly having right teams in place when undertaking CSR projects increases the possibility of the projects succeeding and ending up with better quality projects and hence resulting with sustainable projects.

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