Widening the lens: Multilevel drivers of firm corporate social performance

PurposeThis paper examines the role of the anchoring effect, including internal anchor formed by prior experience or external anchor produced by similar external practices of industrial competitors and investor networks in the decision-making of corporate social behaviors (CSBs).Design/methodology/approachThis paper sets corporate donations and pollution as examples of CSBs, and conducts an empirical study through the data of A-share listed companies between 2010 and 2020 in China.FindingsThis paper found that both internal and external anchoring effects exist in CSBs. In addition, when internal and external anchors appear simultaneously, they will have the same intensity and promote each other.Originality/valueThis paper not only adds to the literature on the motives for CSBs and links cognitive and social psychology with strategic decisions but also has managerial implications for firms and managers.

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Widening the lens: Multilevel drivers of firm corporate social performance

Cited by 4 publications

References 121 publications

A multilevel model of expatriate staffing and subsidiary financial performance: An expanded fit perspective

A multilevel model of expatriate staffing and subsidiary financial performance: An expanded fit perspective

Global cities, the liability of foreignness, and theory on place and space in international business

Anchoring effect in corporate social behaviors: evidence from donations and pollution

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