Análise da performance social corporativa (PSC) na percepção dos stakeholders envolvidos na produção de soja: um estudo multicasos no estado de Mato Grosso- MT.

Abstract

Corporate Social Responsibility (CSR) represents a new management model, with the understanding that its actions and productive impacts should be smoothed to the point of contributing to improve aspects related to the quality of life of the whole society, its Form of organizational management must be linked to the concepts of ethics and transparency, guided by principles and values that establish ways of connecting with stakeholders, also known by stakeholders, with this performance is evaluated through Corporate Social Performance (CSR) . This study aims to identify and analyze the adoption of CSR practices by soybean producers in the state of Mato Grosso who adopted the Soja Plus program and the soybean producers in the region that did not adopt the same program through Application of a PSC model, in this case, the three-dimensional model of social performance of Carroll (1979). The methodological procedures of this study were consolidated through qualitative research, represented by semistructured interview scripts; And the quantitative approach with the application of questionnaires constructed following the guidelines established by the Carroll model (1979), analyzed with the support of the Excel tool. Other relevant data and information were obtained through non-participant observation. Both data collection and analysis were developed using the triangulation technique. The results show that the two groups of soy producers are totally similar to their CSR dimensions, according to the variables of the Carroll model (1979). Dimension I - Categories, showed that for the four soybean production units the focus was divided between economic and legal variables, with relevant homogeneity of responses; Dimension II - Behavior and Responses, was not very well understood by the stakeholders and presented scattered results with a great dispersion of responses; Dimension III - Actions and Programs, also obtained a homogeneous evaluation by the respective stakeholders, with the exception of the respective managers, the other groups of stakeholders, had the same perception, with emphasis on the actions and programs product safety and consumption. In the light of these evidences, it was verified that both the productive units that adhere to the Soja Plus program and those that did not adopt the same program are oriented with a focus on the economic category, the accommodative behavior and responses, and security actions and programs. product. The PSC model used in this research, Carroll (1979), showed that the Soja Plus program did not potentiate soybean producers, to the point of making them adept at CSR practices. The results also pointed out that there is a lack of transparency and precarious communication, a common feature among the companies surveyed in this study. Finally, the study concluded that the four soybean organizations do not present CSR actions, policies or practices, therefore, there are no clear differences that justify the adoption of a program that is proposed as a differential with the CSR practice proposition Of the properties that have adopted the Soja Plus program. The PSC model allowed us to conclude that soybean agribusiness stands out because it has little or no progress in adopting CSR practices, in contrast to the negative repercussions of the sector that increase each year.