**2. Progression of CSR**

Howard Bowen in 1953 made a proposition titled "Social Responsibilities of the Businessman," which became an explicit initiation into the articulation of social responsibility [10]. Articles on CSR in the 1950's mostly focused on conceptualizing the manager's function as a trustee for the society, balancing resource allocation amongst rivalries, and organizational philanthropy [11]. Irrespective of these concepts, scholars also argued that organizations' engagement should be narrowed to the exclusive optimization of shareholders' interest, hence being strategically prudent in allocating, utilizing, and optimizing resources [12].

The 1960s experienced an increased recognition of CSR relevance; this was evident via industrial, civil, and academic interest that questioned organizational practices in line with equality, legality, sustainability, and social norms. The focus on CSR interest in this era was streamlined to the social responsibilities of an organization. The interrelation between organization and society especially as it concerns resources (land, capital, manpower, etc.) is inseparable; hence, organizations relatively owe society certain responsibility that goes beyond organizations' economic interest [13, 14]. Organizations should be socially responsive to the interest of their host society, and the influencing consequence of their operations in society.

In responding to societal interest and influence, organizations need to conceptualize the theme of CSR and the rationale, techniques, and benefits inherent in its engagement; hence, this became the focus of CSR in the 1970s. A relative shift was also conceptualized from CSR to CSP (Corporate Social Performance); hence the 1970s explores themes on organizational social responsibility, responsiveness, and performance in considering the social environment [15–18], and recalibrating organizational effort to align to beneficial social expectations and obligations.

The 1980s experienced the articulation of CSR structures, techniques, and models streamlined for assessing operational CSR perspectives for decision making [19–21].

The global appeal to comprehending CSR and ensuring sustainable development of its engagement was established in the 1990s' [22, 23]. As organizations cross national boundaries for their economic interest, globalization of CSR engagement and standardization or relative flexibility in its engagement becomes relevant in addressing the unique social dynamic of their social environment irrespective of the potency of the policy directive and regulatory framework of the host society.

The 2000s' witnessed the exploration of strategic insight into comprehending the influence of CSR on the various dimensions of the organization's environment. Hence diverse studies explored the influencing roles of CSR on organizations' internal and external variables and mediating factors [23, 24].
