Learning and corporate social responsibility : a study on the role of the learning organization, individual competencies, goal orientation and the learning climate in the CSR adaptation process

Osagie, E.R.

doi:10.18174/393227

Cited by 1 publication

(1 citation statement)

References 182 publications

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“…Many scholars have suggested that organizations should develop certain learning features to improve CSRP (Van Hoof, 2014; Osagie, 2016). For example, Dashwood Hevina (2012) stated that certain types of learning are essential for implementing or improving CSR.…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

How does organizational learning contribute to corporate social responsibility and innovation performance? The dynamic capability view

Ghasemzadeh

Sorkhabadi

Kebriaeezadeh

et al. 2021

JKM

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Purpose Innovative organizations are increasingly facing challenges in a dynamic market to address corporate social responsibility (CSR) issues; however, research on how organizational learning (OL) contributes to organizations’ social responsibility and innovation remains sparse. This study aims to bridge the gap in previous research and examines how OL and dynamic capabilities (DCs) act as drivers of CSR performance (CSRP) and innovation performance. Design/methodology/approach This study is survey-based and uses time-lagged, multisource data from 151 pharmaceutical industry-related companies in Iran. Structural equation modeling was applied to test the validity of the measurement model and hierarchical regression was used to test the key hypotheses. Findings DCs mediate the relationship between OL and CSRP. Moreover, CSRP significantly mediates the relationship between OL and innovation. Originality/value Drawing on the perspective of DCs, this research is among the first to offer new insights in a new context on what antecedent conditions lead to the successful implementation of organizational CSRP and how CSRP would, in turn, lead to subsequent innovation performance improvement.

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Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%