COLLABORATION IN CORPORATE SOCIAL RESPONSIBILITY: TRANSITIONING FROM A QUADRUPLE HELIX TO A HEXAHELIX PERSPECTIVE

Abstract

Corporate social responsibility (CSR) has evolved from a company-centered approach to a collaborative effort involving various stakeholders, and it is aimed at enhancing community welfare. This research examines the collaboration of the quadruple helix, which includes government, industry, academia, and civil society, and seeks to develop an innovation model for managing CSR programs in the Kolaka and South Konawe districts of Southeast Sulawesi Province. The research employed a qualitative method with a descriptive analysis approach. Data were collected through in-depth interviews, focus group discussions (FGDs), and documentation. The results indicated that collaboration among the quadruple actors in managing CSR programs was not optimal due to a lack of coordination and communication. The CSR/
TJSLP forum, intended as a platform for stakeholders, struggled to formulate effective programs because of differing perspectives on CSR program management, leading to insufficient motivation to establish long-term communication and cooperation. Therefore, it is essential to innovate a robust form of collaboration through the institutional development of the CSR/TJSLP forum. The proposed institutional innovation model for collaborative CSR program management is the hexa helix model, which includes government, academia, companies, civil society, mass media, and law enforcement. The inclusion of these two additional actors is a crucial strategy for enhancing the impact and effectiveness of CSR programs, as it fosters a diversity of viewpoints and expertise in decision-making related to CSR program management. This approach also helps increase access to resources, including finance, expertise, and networks. This research has long-term implications, both for companies and the community. For companies, strengthening collaboration in managing CSR programs through the hexa helix model will increase social legitimacy (social license to operate), build a positive image 
of a company, and encourage the creation of sustainable partnerships with stakeholders at the local level. Increased public trust facilitates the smooth operation of companies, reduces the potential for social conflict, and increases investment stability in the operational area. Meanwhile, for the community, the existence of this collaborative model can increase the effectiveness of CSR programs in responding to local needs. The involvement of civil society, mass media, and law enforcement in the planning and monitoring process will increase transparency, accountability, and sustainability of social programs. In the long run, this is expected to encourage community capacity building, reduce social inequality, and strengthen the socioeconomic resilience of communities around industrial areas. Thus, the implementation of this innovative model not only creates synergy between the public and private sectors but also strengthens the foundation of inclusive and participatory sustainable development in Kolaka and South Konawe districts.

Keywords: collaboration, CSR, hexa helix, multistakeholder, quadruple helix