Unveiling corporate social responsibility in Mongolia: a comprehensive exploration of executive managers' perspectives, driving forces and outcomes in CSR initiatives

PurposeThis study aims to examine corporate social responsibility (CSR) dynamics from the perspective of Mongolian executive-level managers – focusing on their perceptions of CSR concepts, motivations and perceived outcomes – to extend existing CSR frameworks by identifying potential relationships among context-specific CSR responsibilities, motivations and business goals.Design/methodology/approachA qualitative approach was used, with in-depth interviews conducted with 31 executive managers across 12 industries. A total of 52 CSR initiatives were explored and thematically analysed.FindingsBy identifying 22 CSR motivations and integrating them with Carroll's CSR pyramid through the lens of Maslow's hierarchy of needs, this study proposes an extended CSR pyramid that links organisational motivations to CSR responsibilities. The framework explains how CSR priorities may evolve as organisations' needs change, offering insights applicable across different institutional contexts. It also reveals a consistent organisational decision-making pattern in CSR engagement and proposes a CSR decision-making model in which motivations initiate CSR actions.Research limitations/implicationsThe primary limitation lies in the reliance on self-reported perceptions regarding the effectiveness of CSR initiatives.Practical implicationsPractically, the extended CSR pyramid offers significant value. It can serve as a diagnostic tool for CSR maturity, helping Mongolian organisations identify whether their actions are driven by basic operational needs (e.g. stabilising their operation) or higher-order aspirations (e.g. social equity and sustainability). By understanding that CSR motivation stems from varying organisational needs, practitioners can design programs aligned with their firm's strategic readiness. For instance, firms driven by basic needs may prioritise compliance or cost-saving green initiatives, while those at higher levels of development may pursue transformative, purpose-led initiatives. Additionally, the model strengthens stakeholder communication by clarifying CSR intent and maturity. Finally, Mongolian policymakers and industry bodies can use this framework to develop CSR promotion strategies tailored to each business's unique developmental stage and motivational profile.Originality/valueThis is the first qualitative study on CSR conducted in Mongolia, offering a more dynamic understanding of CSR engagement in developing countries.