“…In addition, the collected evidence from previous studies suggests that regional differences lead to an unsystematic variation of CSR performance (UNIDO 2002;Van Marrewijk 2003;Hill et al 2007;Donleavy et al 2008;Jamali 2008;Welford et al 2008;Tan and Chow 2009;Ho et al 2012). Likewise, one would expect corporations located in different regions to also have different CSR performance:…”
Section: Uncertainty Avoidance Indexmentioning
confidence: 99%
“…The literature also suggests that regional differences can lead to an unsystematic variation of CSR practices (Donleavy et al 2008;Tan and Chow 2009;Ho et al 2012). Moreover, CSR performance and practices are dependent upon a specific type of industry with certain characteristics, stakeholders, and contexts in which the corporations operate (Decker 2004;Cruz and Boehe 2010).…”
The objective of this paper is to empirically examine the impact of national culture on firm's corporate social responsibility (CSR) across geographical regions. Empirical tests are based on CSR performance of 3055 corporations from 28 countries located in Eastern Asia and Europe. The findings suggest that the Hofstede's cultural dimensions have significant impacts on CSR performance, both positively and negatively depending on a given dimension of CSR. In addition, corporations located in European countries tend to effectively outperform those in Eastern Asian countries in every facet of socially responsible practice.
“…In addition, the collected evidence from previous studies suggests that regional differences lead to an unsystematic variation of CSR performance (UNIDO 2002;Van Marrewijk 2003;Hill et al 2007;Donleavy et al 2008;Jamali 2008;Welford et al 2008;Tan and Chow 2009;Ho et al 2012). Likewise, one would expect corporations located in different regions to also have different CSR performance:…”
Section: Uncertainty Avoidance Indexmentioning
confidence: 99%
“…The literature also suggests that regional differences can lead to an unsystematic variation of CSR practices (Donleavy et al 2008;Tan and Chow 2009;Ho et al 2012). Moreover, CSR performance and practices are dependent upon a specific type of industry with certain characteristics, stakeholders, and contexts in which the corporations operate (Decker 2004;Cruz and Boehe 2010).…”
The objective of this paper is to empirically examine the impact of national culture on firm's corporate social responsibility (CSR) across geographical regions. Empirical tests are based on CSR performance of 3055 corporations from 28 countries located in Eastern Asia and Europe. The findings suggest that the Hofstede's cultural dimensions have significant impacts on CSR performance, both positively and negatively depending on a given dimension of CSR. In addition, corporations located in European countries tend to effectively outperform those in Eastern Asian countries in every facet of socially responsible practice.
“…No significant difference was observed for Asian portfolios for the same period. In summary, the literature suggests a wide variation of ethics not only across culture but also regional boundaries (Tan and Chow 2009;Donleavy et al 2008). Therefore, the first research hypotheses are stated as follows:…”
Section: Literature Review and Hypothesis Developmentmentioning
confidence: 99%
“…Culture has been identified as one of the most important differentiators in cross-cultural ethics (Tan and Chow 2009;Donleavy et al 2008;Scholtens and Dam 2007;Alas 2006;Weaver 2001;Hofstede 1985). Using a large scale global CSP database, this study empirically tests the impact of national culture on CSP.…”
As more and more multi-national companies expand their operations globally, their responsibilities extend beyond not only the economic motive of profitability but also other social and environmental factors. The objective of this article is to examine the impact of national culture and geographic environment on firms' corporate social performance (CSP). Empirical tests are based on a global CSP database of companies from 49 countries. Results show that the Hofstede's cultural dimensions are significantly associated with CSP. In addition, European companies are found to outperform other regions and countries in CSP.
“…Donleavy et al (2008) suggest that in China, corruption has three faces: tanwu (malpractice), whui (bribery), and tequan (privileges). Thus, corruption encompasses more than simple bribery; in fact, it is apparent from the discussion above that a consensus definition eludes scholars.…”
Section: Toward a Richer Definition Of Corruptionmentioning
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