Perception of corporate social responsibility: the case of Chinese international contractors

Wu, Chunlin; Fang, Dongping; Xue, Jia-Wei; Li, Yan; Wang, Tao

doi:10.1016/j.jclepro.2015.04.143

Cited by 73 publications

(68 citation statements)

References 38 publications

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“…For instance, Hart and Milstein (1999) Some studies have indicated that Chinese construction corporations have unique characteristics in terms of CSR performance (Wu, Fang et al, 2015;Jiang, 2015), but there is still no targeted research on the driving mechanism of CSR strategy. Therefore, it is necessary to develop corresponding indicators, scales, and analytical frameworks with full consideration of the theoretical generality and industrial particularity of Chinese construction corporations.…”

Section: Specifically the Intermediate Transmission Mechanism Betweenmentioning

confidence: 99%

“…When establishing their business strategies, the corporations must engage in multilevel and multidimensional games with different powerful stakeholders (Wu, Fang et al, 2015;Jiang & Wang, 2016). (c) Chinese construction corporations have a unique governance model.…”

Section: Introductionmentioning

confidence: 99%

“…(d) Chinese construction corporations experience complex "social cycles" involving various stakeholders. When establishing their business strategies, the corporations must engage in multilevel and multidimensional games with different powerful stakeholders (Wu, Fang et al, 2015;Jiang & Wang, 2016). Therefore, it is necessary to carry out targeted research on the driving mechanism of CSR strategy for Chinese construction corporations.…”

Section: Introductionmentioning

confidence: 99%

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Institutional pressures on corporate social responsibility strategy in construction corporations: The role of internal motivations

Gao-Zeller

Rizzuto

et al. 2019

Corp Soc Responsibility Env

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The aim of the research is to reveal the role of internal motivations in the mechanism driving corporate social responsibility (CSR) strategy in construction corporations. A framework was constructed based on neo-institutional theory, and measurement scales were developed through interviews. Questionnaire surveys and hierarchical regression analysis were carried out to verify the framework in a sample of huge Chinese construction corporations. The results reveal the mediating and moderating roles of ethical leadership, managerial moral motivation, and managerial autonomy in driving CSR strategy, which will enrich the application of neo-institutional theory in future CSR research. Furthermore, this study developed indicators, scales, and analytical frameworks with full consideration of the theoretical generality and the industrial particularity of Chinese construction corporations, which deepened the understanding of the driving mechanism of CSR strategy in the construction industry.The findings have practical implications for HCCCs in terms of developing CSR strategy and ultimately improving their CSR performance.

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Section: Specifically the Intermediate Transmission Mechanism Betweenmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Institutional pressures on corporate social responsibility strategy in construction corporations: The role of internal motivations

Gao-Zeller

Rizzuto

et al. 2019

Corp Soc Responsibility Env

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“…Under the concept of CSR with regard to supply chain functions, precautions to safety in warehousing and production, are vitally important activities (Ciliberti et al, 2008;Tekin et al, 2015). Wu et al (2015) find that prominent international contractors give high priority to occupational health and safety in the CSR key benchmarking framework. Moreover, Saunders et al (2015) use safety as a proxy for social sustainability factors, which is consistent with the social dimension of the TBL.…”

Section: H3a: Dm Positively Reflects Csrmentioning

confidence: 99%

Sustainable supply chain management: Confirmation of a higher-order model

Zhang

Tse

Doherty

et al. 2018

Resources, Conservation and Recycling

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ReuseThis article is distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs (CC BY-NC-ND) licence. This licence only allows you to download this work and share it with others as long as you credit the authors, but you can't change the article in any way or use it commercially. More information and the full terms of the licence here: https://creativecommons.org/licenses/ Takedown If you consider content in White Rose Research Online to be in breach of UK law, please notify us by emailing eprints@whiterose.ac.uk including the URL of the record and the reason for the withdrawal request. Abstract: Drawing from the research of green supply chain management and corporate social responsibility, this paper proposes a hierarchical structure of sustainable supply chain management and develops a multiitem measurement scale to reflect the specific management practices of sustainable supply chain management. In this research, sustainable supply chain management is operationalised as a third-order factor reflected by three second-order factors, namely external green supply chain management, internal green supply chain management and corporate social responsibility. Utilising a rigorous, multi-step scale development method and data from 293 Chinese manufacturers, this paper validates a 31-item measurement scale and approve the proposed third-order structure. The results confirm the multidimensionality of sustainable supply chain management, which suggests that it is necessary for the future researches to consider both environmental and social aspects. The valid measurement scales provide managers with a "to do list" to make the specific business decisions to achieve sustainable development in the supply chain.A third-order model of sustainable supply chain management is proposed.The measurement scales of sustainable supply chain management are developed. The authors of this paper greatly appreciate your second round comments. The comments help this manuscript improve significantly. We hope that we have addressed all the issues you raised.Reviewer 2:1. Is this true? Despite the wide discussion of sustainable supply chain management with the triple bottom line, few empirical studies consolidate its social and environmental aspects.This statement is the finding from several reviewer paper in the field of sustainable supply chain management (such as Seuring and Muller, 2008;Kleindorfer et al., 2005). However, we thank for the . Indeed, it is not appropriate to include the quotation in the abstract. So we remove the sentence in the abstract of revised version. 5. "This paper" "this study" or "this research" should be unified in your context. Please just choose one. TReviewer 3:1. Provide highlights and a graphical abstract.Thanks for the reminder. We uploaded the files of highlights and a graphical abstract (i.e. our higherorder model structure) in the manuscript system, as required by the journal. 2nd round Response to ReviewersBelow are the highlights of this research: A third-order model of sustai...

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“…CSR practices are also necessary for legitimizing the actions of an organization [2], enhancing the company's image [3], and obtaining financial benefits [4]. Although financial performance remains the primary motive of every firm [5,6], stakeholders' expectations for firms to behave in socially responsible ways have become a growing concern [5-7]. For instance, investors may raise social issues along with financial performance [8], reflecting their apprehension with respect to the triple bottom line of social, environmental, and economic performance [5].…”

Section: Introductionmentioning

confidence: 99%

Sub-National Institutional Contingencies and Corporate Social Responsibility Performance: Evidence from China

et al. 2019

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This study investigates the relationship between sub-national institutional contingencies and corporate social responsibility performance (CSRP). Sub-national institutional contingencies (SNICs) play a moderating role in the link between CSRP and corporate financial performance (CFP). Using data from all A-share Chinese companies listed on the Shenzhen and Shanghai exchanges for the period 2010 to 2015, ordinary least square (OLS) regression was used as a baseline methodology to draw inferences from the data. The study uses propensity score matching (PSM) to confirm the robustness and to tackle the possible issue of endogeneity. We find reliable evidence that SNICs have a positive and significant effect on CSRP. This positive relationship is more pronounced in cross-listed companies as compared to state-owned enterprises (SOEs) and in companies located in the more developed region. Moreover, SNICs moderate the positive relationship between CSRP and CFP. The relationship is stronger in firms that are non-SOEs, are non-cross-listed, and are from less-developed regions as compared to their counterparts. The findings provide implications for regulators and individual companies. Investment in corporate social responsibility (CSR) helps companies to achieve their primary objective (i.e., financial performance). With respect to practical implications, the study indicates that policymakers, executives, and managers should refrain from “one size fits all” CSR policies. Instead, they need to simultaneously evaluate the effects of regional development, cross-listing, and ownership characteristics. Considering weak social performance by firms that are from less developed regions, are non-cross-listed, and that are non-SOEs, policymakers and the government should improve information transparency and the regulatory framework, and provide these firms with incentives. This study also provides insights for other emerging economies, especially those going through extraordinary government interventions.

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Perception of corporate social responsibility: the case of Chinese international contractors

Cited by 73 publications

References 38 publications

Institutional pressures on corporate social responsibility strategy in construction corporations: The role of internal motivations

Institutional pressures on corporate social responsibility strategy in construction corporations: The role of internal motivations

Sustainable supply chain management: Confirmation of a higher-order model

Sub-National Institutional Contingencies and Corporate Social Responsibility Performance: Evidence from China

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