Business Strategy and Corporate Social Responsibility

Yuan, Yuan; Lu, Louise Yi; Tian, Gaoliang; Yu, Yangxin

doi:10.1007/s10551-018-3952-9

Cited by 209 publications

(138 citation statements)

References 95 publications

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“…At a more conceptual level, numerous studies have demonstrated the "value-added" of selectively engaging in CSR that synthesizes and is compatible with the organization's core strategic initiatives, which serves as a catalyst for competitive advantage (e.g. Cheng et al, 2015;Porter and Kramer, 2006;Yuan et al, 2020). However, not all studies document a positive moderation effect on the CSR-performance relation.…”

Section: Introductionmentioning

confidence: 99%

Does engaging in corporate social responsibility activities influence firm performance? The moderating effects of risk preferences and performance measurement systems

Lucianetti³

2021

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PurposeThis paper aims to examine whether and how two firm-level factors jointly moderate the relation between corporate social responsibility (CSR) activities and firm performance: (1) the “alignment” between a firm's CSR activities and risk preferences and (2) performance measurement systems (PMS).Design/methodology/approachUsing survey responses from top managers of private Italian companies and matching archival data on the financial performance of these companies, the authors show that the positive effect of CSR activities on firm performance is contingent upon CSR–risk alignment, which creates competitive advantages, and the extent to which the firm's PMS are supportive of its strategic initiatives.FindingsThe findings suggest that to extract economic benefits from CSR activities, firms must align CSR activities with their risk preferences and rely on PMS to overcome the causal ambiguity between CSR activities and competitive advantage.Originality/valueOverall, this study contributes to both the CSR–firm performance and consequences of PMS literature and holds significant practical implications.

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Section: Introductionmentioning

confidence: 99%

Does engaging in corporate social responsibility activities influence firm performance? The moderating effects of risk preferences and performance measurement systems

Lucianetti³

2021

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“…Galbreath (2010) finds that prospectors which have top management backgrounds in marketing have the highest CSR level among business strategies. Yuan, Lu, Tian, and Yu (2020) document that prospectors take more CSR than defenders, especially in stakeholder‐ and third‐party‐related CSR areas. More specifically, prospectors take more environmental protection actions and cause less environmental pollution than defenders (Kong, Yang, Liu, & Yang, 2020).…”

Section: Introductionmentioning

confidence: 99%

“…The existing literature mainly focuses on the effect of business strategy on financial performance, such as bonus contracts (Ittner et al, 1997), financial reports (Bentley et al, 2013; Lim et al, 2018), and audit reports (Chen et al, 2016). In addition, some studies focus on CSR (Galbreath, 2010; Yuan et al, 2020) and environmental protection (Kong et al, 2020) concerning stakeholders and sustainable development. We focus on green innovation which is a relatively direct and important way to realize sustainable development and extend the business strategy literature.…”

Section: Introductionmentioning

confidence: 99%

Business strategy and sustainable development: Evidence from China

Liu

Kong

2020

Bus Strat Env

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This study examines whether and how business strategies affect firms' sustainable development from the view of green innovation. We show that firms following prospector strategy engage in less sustainable development behaviors than those following defender strategies. The negative relation between business strategy and green innovation continues to hold when addressing robustness with alternatives of business strategy and green innovation and addressing potential endogeneity with instrumental variable. We further find that political connection strengthens whereas environmental regulation weakens the negative relation between business strategy and green innovation. Finally, we explore the economic consequences of green innovation caused by strategic differences. Regrettably, the win–win situation of environment and development does not come true.

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“…Businesses are responding to consumer and employee desire for social justice (Bhattacharya & Sen, 2004;Deloitte, 2016;Peretz, 2017;Yuan, Tian & Yu, 2018). Thus a career with some social respect seemed to be a necessary component of a goal that motivates.…”

Section: Career With Social Respectmentioning

confidence: 99%

Educational second chance : a study of successful male college students who had formerly not completed high school

Mason¹

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Business Strategy and Corporate Social Responsibility

Cited by 209 publications

References 95 publications

Does engaging in corporate social responsibility activities influence firm performance? The moderating effects of risk preferences and performance measurement systems

Does engaging in corporate social responsibility activities influence firm performance? The moderating effects of risk preferences and performance measurement systems

Business strategy and sustainable development: Evidence from China

Educational second chance : a study of successful male college students who had formerly not completed high school

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