How does digital transformation affect corporate social responsibility performance? From the dual perspective of internal drive and external governance

Sun, Ziyuan; Wang, Wenjiao; Wang, Wei; Sun, Xiao

doi:10.1002/csr.2615

Cited by 10 publications

(2 citation statements)

References 106 publications

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“…Corporate governance reflects the impact of decision-making mechanisms and internal control on the sustainable operation of a company (Sun et al, 2023). Board characteristics and internal controls can reflect corporate governance.…”

Section: Digital Transformation and Esgmentioning

confidence: 99%

Digital transformation, ESG practice, and total factor productivity

Ding,

Sheng,

Appolloni

et al. 2024

Bus Strat Env

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Recent research provides limited knowledge about how and whether digital transformation related to environmental, social, and governance (ESG) affects the total factor productivity (TFP). To fill the gap, this study explores the impact of digital transformation on TFP based on a fixed‐effect model and the staggered difference‐in‐differences method and reveals that digital transformation can boost corporate TFP. Mechanism analysis reveals that digital transformation promotes ESG performance in companies, thereby affecting TFP. Social performance in ESG plays a mediating effect, while environmental performance plays a suppressing effect. Besides, the primary driver of TFP improvement through digital transformation lies in its direct effect, whereas the indirect effect of ESG factors is relatively limited. Our findings provide new insight into how digital transformation promotes corporate ESG and productivity.

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Section: Digital Transformation and Esgmentioning

confidence: 99%

Digital transformation, ESG practice, and total factor productivity

Ding,

Sheng,

Appolloni

et al. 2024

Bus Strat Env

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“…The integration of humanity into different sectoral environments has required transformations that directly impact the conditions of the economy, markets, digital scenarios, and other structures of social development [12][13][14]. From here, precise needs arise regarding the effective linkage of new transformation pathways, focusing on the benefits and possibilities of improving human and natural environments [15].…”

Section: Introductionmentioning

confidence: 99%

Methodology for Stakeholder Prioritization in the Context of Digital Transformation and Society 5.0

Osorio,

Úsuga,

Restrepo-Carmona

et al. 2024

Sustainability

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This paper addresses a pragmatic and well-articulated qualitative methodology for the identification, prioritization, and consultation of stakeholder groups for a higher education institution as a key element for the organization in the context of digital transformation and Industry 5.0. First, the identification phase required technological surveillance and competitive intelligence, which allowed for defining the organization’s stakeholders and their characteristics. Then, the prioritization phase was performed to determine the stakeholders that potentially will have the greatest impact on achieving the institution’s strategic objectives to the targets of the Sustainable Development Goals prioritized by the institution, and those who will be most affected (positively or negatively) by the HEI activities. Finally, different methods and technological tools were used for consulting internal and external stakeholders, according to the type of relationship with each group, which allowed the understanding of the perceptions of different stakeholder groups on issues such as gender equity, mental health, regenerative economy, and diversity training. The results are then presented in terms of organizational context, where the concept of stakeholder group was defined by the dynamics of the selected HEI; the prioritized stakeholders include students, employees, academic and research sector, public sector, business sector, social sector, community, archdiocese and diocese, alumni, donors, and benefactors. This approach enabled the identification of issues that became a priority in the university’s actions towards the future. Although the presented methodology is mainly qualitative, which can represent a high degree of subjectivity, the stakeholder prioritization exercise provides organizations with inputs for decision making aligned with their needs and expectations. Using such a methodology can help the organization to experience structural changes reflected in improved strategic alignment, understanding, and satisfaction of stakeholders’ expectations and needs, enhancement of reputation, risk and conflict mitigation, and the consolidation of long-term healthy and trustworthy relationships, in the context of Society 5.0, where human-centered solutions are expected.

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