Sampling Strategy

Interviews have been conducted with a cross-section of stakeholders regarded by the researcher to be directly relevant to the aims and objectives of this research through influencing or being influenced by CSR practices in Saudi Arabia. A total of 25 out of 30 persons accepted the invitation to be interviewed and to take part in this research. Whilst this was a relatively small sample size, I consider those selected represented the population of the various government, non-government and private sectors involved in CSR implementation and practices in Saudi Arabia. As discussed in the methodology section, unlike quantitative research, qualitative samples do not necessarily represent large populations, but can be used with the aim of representing small, focused samples of respondents who can provide important information within specific contexts and settings (Reid, 1996). This research was not meant to provide a generalised conclusion about all people working in all sectors related to CSR in Saudi Arabia; instead the focus was on hearing a variety of views representative of each of the sectors. A full list of the participants and the reasons for their selection to be interviewed and the questions directed to them are included in Appendix 2 of this thesis. The participants were chosen for reasons related to their CSR knowledge, influence, delivery of CSR within local communities, geographical location and knowledge of the SDCs work. Interviews varied in duration and ranged from about 60

to 90 minutes each. The reminder of this subsection provides details on the sectors and personnel included in the interviews and the rational for including them.

The Ministry of Social Affairs (known as Ministry of Labour and Social Development since May 2016) is responsible for all Social Development Centres (SDCs). It liaises with other government departments as required in order to promote and execute social development programmes, and it holds a great deal of influence over any potential government role in CSR. Therefore, it only seemed fitting that three of the participants selected were representatives of The Ministry. The Minister for Social Affairs offered an insight into ongoing and new plans for CSR and was able to provide information about the SDCs. I also interviewed the deputy Minister of the social development department and a previous Deputy Minister of the social development department; whom offered insight into past, current and planned strategies for CSR and Social Development. Two further participants were selected from the Riyadh Chamber of Commerce and Industry; this organisation is a powerful stakeholder, which plays a primary role in participating in the drafting of regulations and decisions governing the private business sector in Saudi Arabia via membership of various committees. The two participants are actively working in the private sector and meet regularly to discuss problems faced by the private sector; they were particularly informative as one was the manager of a CSR department and the other a deputy manager of a CSR department. They are in a position to understand the problems the private sector faces with regard to CSR and working with the government. Another participant was a founder of an SDC who is now retired, but was chosen because of the power and influence she wielded through her previous involvement in the

establishment and development of SDCs as well as her relevant knowledge and insight.

It was vital to interview managers from the SDCs because these centres now supervise charities; many of which have more experience in community work than the SDC managers, which is important when trying to assess and understand the capabilities of the SDCs. Each SDC supervises domestic policy and has to consider the demands of several committees, which meet to decide on their needs to government decision makers. I interviewed five SDC managers because they work with local community demands, supervise domestic policy on the ground and are aware of the difficulties faced by both the communities they serve and government limitations. This allowed me to capture data on the diverse views, ideas, realities and perspectives of centre managers. The centre managers provided information about current programmes, community needs, failure and successes. The managers interviewed were selected due to their awareness of the decision making processes and influence on surrounding programmes within the SDCs. In addition, I interviewed three managers from non-profit making organisations (NGOs), as they are involved in local capacity building in addition to having links to the work of the SDCs.

It was also important to include charities that are part of the capacity building within local communities. One manager had worked for charities for twenty-five years and was able to provide information regarding how SDC supervision affected charity work and working in terms of government legislation. A further manager had worked with the SDCs and had also carried out a large piece of research, which had not been acted upon. In addition, I interviewed a manager of a not-for-profit organisation whose organisation was actively undertaking CSR. Finally, and in order to ensure

representation of the private sector, I interviewed seven CSR managers. They were chosen from companies, which were already engaged in CSR projects and CSR was part of their strategic planning. They were also affected by government employment plans and had strong links with other stakeholders. It is for this reason that I also interviewed three bank managers6_{, as they could be influential with regard to}

investment and funding for CSR activities within the private business sector and the SDCs.