Engaging Employees in Corporate Social Responsibility Projects—A Case Study from the Lufthansa Group Showcasing Experiences and Lessons Gathered in Kenya, Rwanda, Nigeria and Columbia.

Social responsibility and sustainable development are concepts of growing interest to the corporate sector, including in the so-called developing world. Although the benefits are manifold and typically include mutual learning, innovation, humanitarian engagement, intercultural exchange, new markets, and effective theory-praxis integration that is aligned with the idea of giving back to the community there is a dearth of research studies featuring the practical outworking of actual cases in a comprehensive, analytical and critical manner. To address this gap in the literature the study employs an exploratory methodological approach examining the Impact Week, a Lufthansa Group CSR program aimed at progressing entrepreneurship, innovation, and intercultural exchange that systematically engages employees as part of an internal qualification program. Data from projects in Kenya, Rwanda, Nigeria and Columbia showed long-term local effects both on a program as well as an individual level of analysis. Findings further indicate that engaging employees in CSR practice has the potential of making organizations more meaningful and thus positively impacting organizational culture and attracting new talents. A human centric as opposed to a utilitarian orientation among stakeholders emerged as an important factor for the longevity and sustainability of CSR practice. Results are relevant to stakeholders interested in learning how social responsibility and sustainability may be enhanced in organizational practice