ORGANISATIONAL SOCIAL RESPONSIBILITY IN A LITHUANIAN MUNICIPALITY ADMINISTRATION: EVIDENCE ON PLANNING, COORDINATION AND IMPLEMENTATION

Abstract

This study investigates the concept and application of organisational social responsibility (OSR) within a Lithuanian municipality administration. Drawing on key theoretical models - Carroll’s pyramid of responsibility, the Triple Bottom Line, the UN Global Compact principles, and stakeholder theory - the research examines how OSR is perceived and practiced in a public sector context.

A quantitative research approach was used, combining a systematic literature review with an online survey of 101 district municipal employees. The results show that OSR is strategically embedded within the organisation and is actively planned, coordinated, and evaluated. Factor and correlation analyses confirm strong interrelations between these processes.

Internally, OSR enhances organisational reputation, culture, and innovation; externally, it strengthens partnerships and community engagement. However, the perceived benefits vary by age, with younger employees showing more favourable attitudes. The findings suggest that when strategically integrated, OSR serves as an effective governance tool in the public sector.