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Liburkina L. M.

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Social Responsibility Management of Agrarian Business Enterprises Based on the Methodology of Continuous Process Improvement
Lypovyi D. V.

Lypovyi, Dmytro V. (2025) “Social Responsibility Management of Agrarian Business Enterprises Based on the Methodology of Continuous Process Improvement.” Business Inform 7:285–292.
https://doi.org/10.32983/2222-4459-2025-7-285-292

Section: Agricultural Economics and Agribusiness

Article is written in Ukrainian
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UDC [658:63]:005.35:005.6

Abstract:
The article explores the potential of using the methodology of continuous process improvement (PDCA) as a basis for managing corporate social responsibility (CSR) in the agrarian sector. The author substantiates the need to formalize CSR as a cyclical management process that encompasses planning, implementation, monitoring, and enhancement of social initiatives in accordance with the strategic goals of the enterprise. Special attention is given to the specifics of agrarian production, which necessitates adaptive and institutionally coordinated approaches to implementing CSR programs, taking into account the interests of local communities, environmental factors, and regional development. An original structural-functional model for managing CSR in agricultural enterprises is proposed, based on the principles of the PDCA cycle. At each stage of the model, specific tools are outlined: social mapping, the «social resonance matrix», digital analytics of KPIs, and formalized mechanisms for social feedback. The model integrates quality management principles with the humanitarian logic of social management, ensuring the transition from declarative to process-oriented practices of corporate social responsibility (CSR). A system of key performance indicators (KPIs) has been developed, grouped by economic, social, ecological, and organizational-reputational areas. The methodological principles of their formation are substantiated, including SMART orientation, relevance, openness to validation, and adaptability. This system enables the evaluation of both quantitative and intangible CSR results (trust, social cohesion, level of engagement), forming a foundation for transparent management. The scientific and practical value of the work lies in the development of a structural-functional model of PDCA-CSR, which transforms approaches to business social responsibility from a declarative level to process-oriented management. The proposed model integrates classical quality management mechanisms with modern social management tools, such as the social resonance matrix, social panels, and digital KPI analytics, which allows the formalization of CSR as a management cycle, enhancing its effectiveness and accountability. Thus, the implementation of the PDCA-CSR model enables agricultural enterprises to improve the effectiveness of social projects, optimize costs, strengthen partnerships with stakeholders, and enhance the institutional sustainability of the business.

Keywords: corporate social responsibility, agrarian enterprises, PDCA cycle, quality management, stakeholders, key performance indicators (KPI), social partnership, digital tools, sustainable development, social impact.

Fig.: 2. Bibl.: 18.

Lypovyi Dmytro V. – Candidate of Sciences (Economics), Candidate on Doctor Degree, Livestock Farming Institute of National Academy of Agrarian Sciences of Ukraine (1a Tvarynnykiv Str., Kharkiv, 61026, Ukraine)
Email: [email protected]

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