Strategic social responsibility and financial performance of government entities, a case study of Uganda printing and publishing corporation.

Abstract

The study examined the relationship between strategic Social Responsibility (SSR) and the financial performance of government entities in Uganda, with a specific focus on the Uganda Printing and Publishing Corporation (UPPC). Objectives of the study were; to examine the effect of community engagement on the financial performance of Uganda Printing and Publishing Corporation (UPPC), to assess the effect of environmental sustainability initiatives on the financial performance of Uganda Printing and Publishing Corporation (UPPC) and to determine the effect of product and service quality and safety on the financial performance of Uganda Printing and Publishing Corporation (UPPC). This study employed a mixed-methods design combining quantitative and qualitative approaches, with a case study strategy focused on Uganda Printing and Publishing Corporation (UPPC). A cross-sectional design was adopted, targeting a population of 150 staff and stakeholders, from which a stratified sample of 108 respondents was drawn using Taro Yamane’s formula. Data collection involved structured questionnaires, interviews with key informants, and document reviews. Quantitative data was analyzed using SPSS (version 24) for descriptive and inferential statistics, while qualitative data was analyzed thematically. Findings were presented through tables, frequencies, percentages, means, standard deviations, regressions, correlations, and narrative explanations to support the quantitative results. The study findings show that community engagement, environmental sustainability initiatives, and product and service quality and safety each have weak and statistically insignificant effects on the financial performance of Uganda Printing and Publishing Corporation (UPPC). Specifically, community engagement had a weak positive effect (r = 0.180, β = 0.180, p = 0.086), environmental sustainability showed a weak negative effect (r = –0.090, β = –0.090, p = 0.392), and product and service quality and safety had a weak positive effect (r = 0.182, β = 0.182, p = 0.082). This indicates that while these initiatives may provide modest supportive benefits, they are not significant predictors of financial performance at the 0.05 level, with strategic management, resource allocation, and operational efficiency playing a more decisive role. The study recommends that management, employees, investors, customers, and regulators adopt integrated approaches such as aligning community programs with organizational goals, investing in sustainability technologies, ensuring continuous quality improvement, and fostering collaborative partnerships to maximize long-term financial and reputational gains.