To read the full version of this content please select one of the options below:

Impact of internal and external CSR on organizational performance with moderating role of culture: empirical evidence from Chinese banking sector

Abdul Waheed (College of Management, Shenzhen University, Shenzhen, China) (School Business and Economics, University of Management and Technology, Lahore, Pakistan)
Qingyu Zhang (College of Management, Shenzhen University, Shenzhen, China)
Abaid Ullah Zafar (Shenzhen-Audencia Business School, Shenzhen University, Shenzhen, China)
Hashim Zameer (Nanjing University of Aeronautics and Astronautics, Nanjing, China)
Muhammad Ashfaq (College of Management, Shenzhen University, Shenzhen, China)
Anam Nusrat (School of Economics and Management, Southeast University, Nanjing, China)

International Journal of Bank Marketing

ISSN: 0265-2323

Article publication date: 21 June 2021

Issue publication date: 5 July 2021

693

Abstract

Purpose

This study investigates the impact of corporate social responsibility (CSR) on organizational performance, especially competitive performance (CP) along with moderating role of the organizational culture (OC) from the banking sector of China. Drawing on the stakeholder theory, the first goal is to examine the relationships between CSR and organizational CP. Second, the purpose is to evaluate the moderation of OC between the relationship of CSR and CP, respectively.

Design/methodology/approach

SEM using SmartPLS was majorly engaged to ascertain the relationship and to inquire the assumed hypotheses. The convenience sampling was engaged to collect the data from the Chinese banking market with the help of students, colleagues and personal visits.

Findings

The findings exhibited that CSR both external and internal CSR has significant correlations on organizational CP within banking sector of China. Second, the findings revealed a positive moderation influence of OC between the relationships of CSR and organizational CP. The comprehensive analysis of each factor of CSR on organizational CP was autonomously inspected to understand the insights which ensure that how the incorporation of CSR and OC activities may improve organizational CP.

Research limitations/implications

This study faces numerous limitations related to sample and geographic locations that assure new work possibilities for researchers across the world.

Practical implications

This study equips insightful information for management on how organizations can obtain CP by consolidating CSR and OC activities as their more productive strategic tools. This article endows with potential theoretical and managerial implications with empirical addition to concerned literature of OC, CSR and organizational CP.

Social implications

Understanding OC and CSR activities can provide interesting and helpful insights for the personnel to perform well within the banking institutes.

Originality/value

The topic of CSR and culture has been known as the evolving concept that is getting strong concern for the researchers. The additional work particularly empirical is yet required to explore the insights on CSR and OC themes worldwide, especially in developing nations.

Keywords

Acknowledgements

The authors are enormously grateful to the research funding. This research was partially funded by Guangdong 13th-Five-Year-Plan Philosophical and Social Science Fund (#GD20CGL28); Natural Science Foundation of Guangdong – Guangdong Basic and Applied Basic Research Foundation (#2021A1515011894); National Natural Science Foundation of China (#71572115); Major Program of Social Science Foundation of Guangdong (#2016WZDXM005); Natural Science Foundation of SZU (#836).

Citation

Waheed, A., Zhang, Q., Zafar, A.U., Zameer, H., Ashfaq, M. and Nusrat, A. (2021), "Impact of internal and external CSR on organizational performance with moderating role of culture: empirical evidence from Chinese banking sector", International Journal of Bank Marketing, Vol. 39 No. 4, pp. 499-515. https://doi.org/10.1108/IJBM-04-2020-0215

Publisher

:

Emerald Publishing Limited

Copyright © 2020, Emerald Publishing Limited

Related articles