Untitled

Sánchez, Carol M.

doi:10.1023/a:1006169005234

Cited by 194 publications

(49 citation statements)

References 25 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This result is in line with existing studies that say the main drivers of strategic CSR activities are related to the profits of stakeholders [85] and the business profits of companies greatly affect their contribution to society [86]. As relational commitment usually does not change and related parties feel confident that the relationship will last forever [32], relationships formed by economic benefits are as strong as economic benefits [28,47,87].…”

Section: Discussionsupporting

confidence: 87%

Relational Benefit on Satisfaction and Durability in Strategic Corporate Social Responsibility

Kim

2018

Sustainability

View full text Add to dashboard Cite

These days, companies are moving from Corporate Social Responsibility (CSR) activities for short-term profit generation to the ones for achieving economic and social long-term goals. This phenomenon results from the idea that CSR is not a mere cost but can be used as a source of opportunity, innovation and competitive advantage. Deemed as a great business strategy, strategic CSR activities are being emphasized by various stakeholders in the global market. The purpose of this study is to present specific implications and to empirically research the relations among relational benefits, commitment, and authenticity. It identifies the main factors of relationship management in expanding the stakeholder pool and forming relationships for strategic CSR activities. To this end, we conducted a questionnaire survey of 113 CSR practitioners in Korea and analyzed how social, psychological, and economic benefits affect the satisfaction and durability of strategic CSR activities through relational commitment and authenticity. Consequently, social, psychological, and economic benefits have an impact on relationships and, by extension, have a positive effect on relational satisfaction and durability. However, economic benefits affect relational authenticity, but social and psychological benefits do not. As a result, relational benefits cannot affect satisfaction through relationships. Therefore, relational benefits and commitment are more important variables for the satisfaction and durability of strategic CSR activities.

show abstract

Section: Discussionsupporting

confidence: 87%

Relational Benefit on Satisfaction and Durability in Strategic Corporate Social Responsibility

Kim

2018

Sustainability

View full text Add to dashboard Cite

show abstract

“…It is assumed that contract is social responsibility based on corporate ethics. A number of previous articles either refer to or support this position (Campbell, Gulas, & Gruca, 1999;Cowton, 1987;Edmondson & Carroll, 1999;Haley, 1991;Neiheisel, 1994;Sanchez, 2000;Shaw & Post, 1993). Campbell, Moore, and Metzger (2002) argued that, in addition to strategic, political, and managerial utility motivations, CSR is also motivated by altruism, which is an ethical driver.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Campbell, Moore, and Metzger (2002) argued that, in addition to strategic, political, and managerial utility motivations, CSR is also motivated by altruism, which is an ethical driver. A number of previous articles either refer to or support this position (Campbell, Gulas, & Gruca, 1999;Cowton, 1987;Edmondson & Carroll, 1999;Haley, 1991;Neiheisel, 1994;Sanchez, 2000;Shaw & Post, 1993). Various terms are used to express fundamentally the same concept: practicing good citizenship, an obligation to maximize public welfare, and giving with nothing expected in return.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Institutional pressures on corporate social responsibility strategy in construction corporations: The role of internal motivations

Gao-Zeller

Rizzuto

et al. 2019

Corp Soc Responsibility Env

View full text Add to dashboard Cite

The aim of the research is to reveal the role of internal motivations in the mechanism driving corporate social responsibility (CSR) strategy in construction corporations. A framework was constructed based on neo-institutional theory, and measurement scales were developed through interviews. Questionnaire surveys and hierarchical regression analysis were carried out to verify the framework in a sample of huge Chinese construction corporations. The results reveal the mediating and moderating roles of ethical leadership, managerial moral motivation, and managerial autonomy in driving CSR strategy, which will enrich the application of neo-institutional theory in future CSR research. Furthermore, this study developed indicators, scales, and analytical frameworks with full consideration of the theoretical generality and the industrial particularity of Chinese construction corporations, which deepened the understanding of the driving mechanism of CSR strategy in the construction industry.The findings have practical implications for HCCCs in terms of developing CSR strategy and ultimately improving their CSR performance.

show abstract

“…Generally speaking, the literature suggests four possible motivations for CPDR: strategic, political, altruistic, and managerial utility. One notable trend of CPDR recently is that corporate charity giving is becoming more strategic, as those donations are helpful to enhance firm image and further improve firm performance Saiia, 2002;Sánchez, 2000). Saiia et al (2003, p. 170) defines strategic philanthropy as the practice of ''giving of corporate resources to address non-business community issues that also benefit the firm's strategic position and, ultimately, its bottom line.''…”

Section: Cpdr and State-ownershipmentioning

confidence: 99%

“…Corporate philanthropy may help a firm establish brand recognition and loyalty, promote itself as a ''socially responsible'' firm, or attract and maintain a work force (Sánchez, 2000). As suggest, strategy plays a significant role in determining how firms manage their philanthropy.…”

Section: Cpdr and State-ownershipmentioning

confidence: 99%

Corporate Philanthropic Disaster Response and Ownership Type: Evidence from Chinese Firms’ Response to the Sichuan Earthquake

2009

View full text Add to dashboard Cite

show abstract

Untitled

Cited by 194 publications

References 25 publications

Relational Benefit on Satisfaction and Durability in Strategic Corporate Social Responsibility

Relational Benefit on Satisfaction and Durability in Strategic Corporate Social Responsibility

Institutional pressures on corporate social responsibility strategy in construction corporations: The role of internal motivations

Corporate Philanthropic Disaster Response and Ownership Type: Evidence from Chinese Firms’ Response to the Sichuan Earthquake

Contact Info

Product

Resources

About