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This study was based on condition of CSR activities reality that identical to generic CSR programs. Company carrying out CSR implementation because of high external pressures, not an company internal awareness to contribute to improve social environment and have no connection with main activities and corporate strategy. Consequently, this does not benefit to company performance and competitive advantage. Focus of this research is to develop a study to examine leadership behavior in formulating corporate strategy that oriented to corporate social responsibility (CSR). Efforts to improve corporate performance be done through implementation of integrated CSR strategy at industrial area of Makassar (PT KIMA). The analysis unit is company. Respondents that become samples are 81 people with leadership and chief general manager level, company-level functional manager. Analysis methods to test hypothesis is Structural Equation Model (SEM) with variance-based program of Partial least Square (PLS). The results of this study show that: antecedent variables, consisting of a transformational leadership style and ethical integrity significantly influence company strategy formulation with CSR orientation. Organizational learning culture did not significantly influence company strategy formulation with CSR orientation. Company strategy formulation with CSR orientation significantly influence implementation of CSR. Finally, CSR implementation significantly affect company performance.

Strategy Formulation And Csr Implementation On Company Performance(Study At Industrial Area Makassar)