Communicating Corporate Social Responsibility: External Stakeholder Involvement, Productivity and Firm Performance

Yang, Jing; Basile, Kelly

doi:10.1007/s10551-021-04812-5

Cited by 48 publications

(22 citation statements)

References 68 publications

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“…They have a major impact on the intents of the individual so that they can achieve their organization's objectives. A person's ability to become a highly productive employee is strongly correlated with his risk tolerance and problem-solving mindset, and vice versa [29]. Entrepreneurial intents include traits such as decision-making abilities, productivity, risk tolerance, and a problem-solving mindset.…”

Section: Methods Of Evaluationmentioning

confidence: 99%

[Retracted] Employee Productivity Is Boosted Psychologically by Keeping Attendance System, CSR, Entrepreneurial Intentions, and Machine Learning Behavior

Sun

2022

Wireless Communications and Mobile Computing

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This paper aims to explore the impact of maintaining an attendance system, CSR, entrepreneurial intention, and machine learning behavior on psychological improvement and employee productivity. The paper utilizes both primary and secondary research to explore the relationship between the variables under consideration. The findings show that CSR has a positive impact on the performance of an employee. The machine learning behavior allows employees to select the right career paths that result in high performance, satisfaction, and productivity. In addition, entrepreneurial intentions improve the productivity of employees within an organization as they desire to create new core values. The attendance management system also positively influences employee productivity as it improves the physiological presence of employees.

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Section: Methods Of Evaluationmentioning

confidence: 99%

[Retracted] Employee Productivity Is Boosted Psychologically by Keeping Attendance System, CSR, Entrepreneurial Intentions, and Machine Learning Behavior

Sun

2022

Wireless Communications and Mobile Computing

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“…Stakeholders' expectations are related to air, energy, waste, and water concerns [40], health and safety at work, ethical behavior, social investments (Seibert et al, 2021), and transparency [41]. Firms' performance and communications productivity improve when external stakeholders participate in CSRrelated activities and policy settings [42].…”

Section: Csr Driversmentioning

confidence: 99%

Sustainable Development Goals (SDGs) as a Framework for Corporate Social Responsibility (CSR)

et al. 2022

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Corporate Social Responsibility (CSR) has been an articulated practice for over 7 decades. Still, most corporations lack an integrated framework to develop a strategic, balanced, and effective approach to achieving excellence in CSR. Considering the world’s critical situation during the COVID-19 pandemic, such a framework is even more crucial now. We suggest subsuming CRS categories under Sustainable Development Goals (SDGs) be used and that they subsume CSR categories since SDGs are a comprehensive agenda designed for the whole planet. This study presents a new CSR drivers model and a novel comprehensive CSR model. Then, it highlights the advantages of integrating CSR and SDGs in a new framework. The proposed framework benefits from both CSR and SDGs, addresses current and future needs, and offers a better roadmap with more measurable outcomes.

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“…Prior literature has also undertaken specific coverages of stakeholders in relation to varied topics, for instance, employees as conduits for effective stakeholder engagement (Winkler et al, 2019), consideration of corporate social responsibility (Yang and Basile, 2021), participation in water resources management (Sigalla et al, 2021), management performance and new entry (Laplume et al, 2020) and various impact analyses (Schneider and Sachs, 2017;Pirozzi, 2019;Hillenbrand et al, 2013).…”

Section: Mf 488mentioning

confidence: 99%

Corporate governance and stakeholder capitalism

Shahrokhi

Parhizgari

Hashemijoo

et al. 2022

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PurposeThe authors revisit the inquiry into the primacy of shareholders vis-à-vis stakeholders that has been debated since 19th Century. The authors consider B-business firms as the closest groups of firms that have considerable similarities to stakeholders' firms. The authors model the impact of being certified as stakeholders (B-business) firms in a worldwide environment.Design/methodology/approachEmploying daily returns data of B-corporations in a global setting during 2010–2021, the authors quantify and compare the firms' performance in the pre- and post-certified periods, measure the effect of their environmental social governance (ESG) scores on their performance and gauge the entire results on a standardized approach that yields easy interpretation.FindingsSubject to some caveats arising from limited coverage and the lack of data on proper control variables, the findings, based on the statistical significance of the estimated coefficients, do not indicate any changes in B-corporations' performance in their post-certification dates. Notwithstanding that, market factor appears to be the driving force consistently.Originality/valuePrior studies on B-corporations are overwhelmingly qualitative. The current study is the first study that evaluate performance of B-corporations' returns at firm level with daily data.

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Communicating Corporate Social Responsibility: External Stakeholder Involvement, Productivity and Firm Performance

Cited by 48 publications

References 68 publications

[Retracted] Employee Productivity Is Boosted Psychologically by Keeping Attendance System, CSR, Entrepreneurial Intentions, and Machine Learning Behavior

[Retracted] Employee Productivity Is Boosted Psychologically by Keeping Attendance System, CSR, Entrepreneurial Intentions, and Machine Learning Behavior

Sustainable Development Goals (SDGs) as a Framework for Corporate Social Responsibility (CSR)

Corporate governance and stakeholder capitalism

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