Understanding the influence of business strategy in corporate social responsibility: evidence from Chinese firms in Africa

Abstract

Purpose

This study aims to understand better how business strategies impact a company’s corporate social responsibility (CSR).

Design/methodology/approach

In this research, two categories of business strategy are proposed, and partial least squares structural equation modelling (PLS-SEM) was used to test the research model using a sample of 150 valid surveys data from the Chinese manufacturing firms industry in Africa.

Findings

This study indicates business strategy in terms of real support and development approach plan in the Chinese manufacturing industry has a crucial influence on CSR effectiveness. Business strategy leads to effective CSR practices by adding value to firm products, services, marketing strategies and technological investment.

Practical implications

Companies can use a support strategy for effective CSR to improve corporate social performance. The study expands upon previous insights into corporate leaders enhancing their CSR strategy because it may successfully contribute to environmental preservation.

Social implications

This research mobilized and found academic gaps in business strategy regarding real support and development approach; it is necessary to combine the impacts of business strategy at multiple levels of analysis to explain the expansion of CSR to integrate the stakeholder theory.

Originality/value

This study offers a deeper perspective and provides empirical evidence of a better understanding of CSR effectiveness by emphasizing the role of business strategy. Effective CSR implementation requires integrating the influences of company strategy and real support at multiple levels of analysis to explain CSR dispersion.

Citation

Getele, G.K., Arrive, T.J. and Ruoliu, X. (2022), "Understanding the influence of business strategy in corporate social responsibility: evidence from Chinese firms in Africa", Journal of Business & Industrial Marketing, Vol. 37 No. 12, pp. 2573-2586. https://doi.org/10.1108/JBIM-12-2019-0508