Corporate Social Responsibility: Strategic Implications*

Abstract

 We describe a variety of perspectives on corporate social responsibility (CSR), which we use to develop a framework for consideration of the strategic implications of CSR. Based on this framework, we propose an agenda for additional theoretical and empirical research on CSR. We then review the papers in this special issue and relate them to the proposed agenda.

The online presence of Turkish banks: Communicating the softer side of corporate identity

“…This finding supports the argument put forth by McWilliams, Siegel, and Wright (2006) that established organizations invest more in CSR. The underlying motive behind emphasizing CSR is the goal of being perceived as a good corporate citizen by all stakeholders (Maignan & Ferrell, 2001) and building a strong reputation (Brammer, Millington, & Rayton, 2007).…”

Internal Corporate Social Responsibility and Performance: A Study of Publicly Traded Companies

“…Although some internal CSR investments may reflect a concern with legal aspects and aim at reducing labor-related costs (Barnett, 2007), several I-CSR initiatives can promote positive employee attitudes and their improved performance, and therefore affect organizational effectiveness, particularly those that directly affect individual employees (Cohen, 2010;Mcwilliams, Siegel, & Wright, 2006). Researchers have suggested that companies with a socially responsible culture have an intangible asset to attract, retain, and engage the workforce (Bhattacharya, Korschun, & Sen, 2009).…”

Corporate Social Responsibility in Buyer-Supplier Relationships: Is it Beneficial for Top-Tier Suppliers to Market their Capability to Ensure a Responsible Supply Chain?

“…However, top-tier suppliers need to avoid purposefully overstating their own CSR capabilities, a practice often referred to as "greenwashing," which might harm the supplier's trustworthiness. A positive reputation towards CSR in this context can equip top-tier suppliers with a competitive advantage in their respective customer markets (McWilliams, Siegel, and Wright 2006). First, it enhances the probability of winning additional business in the case that potential buyers, who are not yet customers of the supplier, are looking for alternatives with a CSR-ensuring capability.…”

“…Corporate social responsibility (CSR) research increasingly focuses on the link between CSR-related business practices and corporate reputation (e.g., Husted and De Jesus Salazar 2006;Janney and Gove 2011;McWilliams, Siegel, and Wright 2006). In this context, scholars argued that social or environmental misconduct is not necessarily detrimental to an organization, as long as the firm does not purposely cause misconduct and promptly rectifies the wrongdoing (Campbell 2007 and Hoyt 2008;Tang 2008).…”