Abstract
This research focusses on transitions between the 1st and 2nd generation of Thai family-run businesses (FRBs) and how CSR is involved. It investigates the differences between CSR of the two generations as well as how their actions affect employee attitudes and the perceptions of CSR by the employees. FRBs, especially small- and medium-sized ones, appear to incorporate approaches to CSR that are different from those in larger corporations and MNCs: this research focused on CSR approaches relevant to Thai FRBs. Through interviews with FRB owners in Thailand, it was found that founders and successors have similar target audiences for their delivery of CSR. However, they have different means to do so: FRBs are most concerned about their employees when directing CSR efforts while the surrounding society is the next in concern. The main differences in CSR among the generations is that founders are more concerned with financial wellbeing and family reputation while successors are more driven towards employee development and company reputation. Thus, their CSR practices and expectations differ. Furthermore, this research also studies the CSR attitudes and CSR perceptions of employees. It was found through cluster analysis that different hierarchies, business sectors and owner generation are likely to cultivate certain attitudes and CSR perceptions from their employees. After obtaining these findings, FRB owners helped to validate the reliability of the results and improves the possibility that these findings can be used in practical scenarios.