Exploring CSR Practices, Digital Transformation, and Leadership Style's Influence on Organizational Performance in the Indian Manufacturing Sector

Abstract

This research explores the effects of Corporate Social Responsibility (CSR), digital transformation, and leadership styles on organizational performance in the Indian manufacturing industry with the mediating impact of the innovation capability. Quantitative research design was employed in this study and the survey was conducted among 150 senior managers and senior executives of Indian manufacturing firms to collect the data. Stratified random sampling was used to guarantee the variety of sectors and the sizes of firms. The SPSS was used as the tool to analyze the data and regression analysis was conducted to test the association between variables. The findings indicate that CSR practices, digital transformation, and transformational leadership have a positive impact on organizational performance, and innovation capability is a strong mediator of the connection between these variables. The study has added to the literature by offering insights to the interaction of these factors and their contribution to the enhancement of performance within the Indian manufacturing sector. The practical implications imply that managers must combine CSR, digital strategies and leadership practices to drive innovation and stay competitive in the global market.