Strategic CSR: A Concept Building Meta‐Analysis

Vishwanathan, Pushpika; Oosterhout, Hans van; Heugens, Pursey; Durán, Patricio; Essen, Marc van

doi:10.1111/joms.12514

Cited by 338 publications

(339 citation statements)

References 218 publications

(320 reference statements)

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“…By contrast, strategic CSR is carried out because firms want to develop a sustainable competitive advantage [17]. Vishwanathan et al [2] further define strategic CSR as those firm activities that can generate social good and simultaneously create financial outcomes.…”

Section: Definitions and Characteristics Of Strategic Csrmentioning

confidence: 99%

“…Second, strategic CSR emphasizes the coexistence of commercial and social benefits [2,41,42]. Porter and Kramer [43] promote the concept of "strategic charity," arguing that social and economic objectives can be linked in the long term.…”

Section: Definitions and Characteristics Of Strategic Csrmentioning

confidence: 99%

“…Without meeting stakeholders' expectations, a firm will lose the reputational capital that it has accumulated over time [62]. Given that strategic CSR is an important channel through which to satisfy the requirements of various stakeholders [2], a firm with robust corporate reputation will be motivated to engage strategic CSR to maintain or improve its corporate reputation.…”

Section: Impact Of Corporate Reputation On Strategic Csrmentioning

confidence: 99%

“…It has become increasingly accepted that firms should prioritize environmental stewardship and profit maximization equally [1,2]. With the help of various policies, countries worldwide have made CSR (Corporate Social Responsibility) increasingly accessible.…”

Section: Introductionmentioning

confidence: 99%

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Exploring the Determinants of Strategic Corporate Social Responsibility: An Empirical Examination

Liang²

2020

Sustainability

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A growing number of studies propose that the performance outcomes of Corporate Social Responsibility (CSR hereafter) are dependent upon how firms implement CSR. If firms are able to strategically implement CSR, their CSR engagement will not only improve stockholders' value, but will also contribute to corporate sustainability. However, research on strategic CSR is still incipient. This study aims to examine the determinants of strategic CSR. Taking firms that have published CSR reports for three consecutive years as research samples, this study finds that product market competition does not significantly affect the level of strategic CSR, while corporate reputation and customer awareness do both have significantly positive impacts on the level of strategic CSR. These results suggest that the motivation of a firm's engagement in strategic CSR is to respond to external stakeholders' implicit claims rather than to respond to the external competitive pressure.

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Section: Definitions and Characteristics Of Strategic Csrmentioning

confidence: 99%

Section: Definitions and Characteristics Of Strategic Csrmentioning

confidence: 99%

Section: Impact Of Corporate Reputation On Strategic Csrmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Exploring the Determinants of Strategic Corporate Social Responsibility: An Empirical Examination

Liang²

2020

Sustainability

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“…Heal [48] argues that CSR has various effects on corporate performance and value. CSR activities can reduce information risk to stakeholders and mitigate conflicts with them, thereby reducing corporate risk and lowering capital costs [48][49][50][51][52]. Moreover, a company's service to society and its concern for the environment enhance its reputation and help improve its relationships with regulators.…”

Section: Csr Activities and Firm Performancementioning

confidence: 99%

Corporate Social Responsibility Activity Combinations for Sustainability: A Fuzzy Set Analysis of Korean Firms

Kim

Kwon

2019

Sustainability

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We examine how combinations of corporate social responsibility (CSR) activities yield high performance in Korean companies by addressing two related questions to expand our limited knowledge. First, what combinations of CSR activities yield high performance? Second, how do CSR activities form an interdependent system based on different corporate contexts? We draw the 2012-2018 data from the Korean Economic Justice Institute index for a fuzzy set qualitative comparative analysis. The results reveal several effective CSR activity factor combinations under the given strategies and management environments. Companies with a high performance exhibit complementarity between social contribution, environmental management, fairness, and employee satisfaction. By contrast, companies with a low corporate performance show no complementarity between relatively unrelated activity factors. For companies with a low financial performance from CSR activities, most of the causal pathways focus only on activities at the primary stakeholder level, with weak diversity of CSR activities' combinations at the primary and secondary stakeholder levels. These results indicate not only the appropriateness of CSR activity factor combinations for companies' strategy and management environment contexts, but also their effectiveness, and are expected to provide companies with significant implications for CSR activities.Sustainability 2019, 11, 7078 2 of 20 effect on corporate value [12,13]. However, these propositions have been converging toward a singular argument: Recent CSR activities have had positive effects on corporate performance.In the extensive literature on Korean CSR activities, most scholars use an approach that distinguishes the actual effect of the relationship between CSR activities and business performance [14][15][16][17][18]. Though these studies have been relatively successful in identifying the relationship between CSR activities and business performance, a rigorous understanding of the choices and consequences of combinations of CSR activity factors in different entrepreneurial contexts is lacking. Furthermore, prior studies on CSR and performance are limited by the difficulty of identifying which CSR activity factors affect corporate performance when measuring a single index that sums CSR activity factors at the corporate level [19,20].Through this study, we expand the limited knowledge in this area by answering two related questions. First, what CSR activity combinations yield high corporate performance? The implicit assumption here is that-by combining the results of independent analyses of CSR activity factors, one can understand the combination of CSR activity factors that are effective [21]. However, observing the co-existence of a combination of CSR activities does not imply interdependence among the activity factors [22]. Therefore, the second question deals with identifying how CSR activity factors form an interdependent system depending on diverse corporate situations. Since the effects of individual factors are co...

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Measuring firms' dynamic inefficiency accounting for corporate social responsibility in the U.S. food and beverage manufacturing industry

Kapelko

2022

Applied Eco Perspectives Pol

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This article proposes an innovative approach to evaluate firms' inefficiency accounting for corporate social responsibility. In the first step, we estimate dynamic inefficiency for each factor of production using data envelopment analysis. Next, we explore differences in inefficiencies between groups of firms of which participation is determined using latent class analysis. The empirical application focuses on the United States food and beverage manufacturing firms over the period 2004-2018. The results distinguish three classes of firms that differ in terms of their inefficiency, their association with external covariates as well as in their input-output profiles.

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Strategic CSR: A Concept Building Meta‐Analysis

Cited by 338 publications

References 218 publications

Exploring the Determinants of Strategic Corporate Social Responsibility: An Empirical Examination

Exploring the Determinants of Strategic Corporate Social Responsibility: An Empirical Examination

Corporate Social Responsibility Activity Combinations for Sustainability: A Fuzzy Set Analysis of Korean Firms

Measuring firms' dynamic inefficiency accounting for corporate social responsibility in the U.S. food and beverage manufacturing industry

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