Cause Promotion and Social Marketing in CSR: Evidence from Philippine Private Higher Education Institutions

Hazel S. Osano; Anik Yuesti; Joel Arante Alve; Carmen C. Menes

doi:10.36733/emas.v7i9.14826

Authors

Hazel S. Osano University of Negros Occidental – Recoletos, Philippines
Anik Yuesti Universitas Mahasaraswati Denpasar, Indonesia
Joel Arante Alve University of Negros Occidental – Recoletos, Philippines
Carmen C. Menes University of Negros Occidental – Recoletos, Philippines

DOI:

https://doi.org/10.36733/emas.v7i9.14826

Keywords:

cause promotion, corporate social responsibility, private higher education, social marketing, university social responsibility

Abstract

This study examines how cause promotion and social marketing can reposition corporate social responsibility (CSR) in Philippine private higher education from episodic giving toward behavior- and outcome-oriented community engagement. Using a qualitative multiple-case documentary design, the study analyzed publicly accessible institutional policies, strategic and sustainability reports, community engagement materials, accreditation-related documents, partnership records, and official digital communications from selected private higher education institutions. Cross-case analysis identified three patterns of CSR practice: donation-centric, hybrid, and outcome-oriented. More credible initiatives showed early listening and co-design, explicit and measurable objectives, continuity in roles and resources, formalized partnerships, and reporting that distinguished outputs from outcomes. Cause promotion strengthened mobilization and visibility, but credibility risks increased when promotional claims exceeded the available evidence. The study proposes a management framework linking social marketing, governance, partnership continuity, measurement discipline, and evidence-aware communication. The findings are limited by reliance on publicly available documentary evidence. Overall, CSR becomes more defensible when private higher education institutions manage it as a sustained institutional capability for social change.

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