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

The Trend of CSR as Corporate Governance in Taiwan

Corporate Social Responsibility and Sustainability: Emerging Trends in Developing Economies

ISBN: 978-1-78441-152-7, eISBN: 978-1-78441-151-0

Publication date: 17 September 2014

Abstract

Purpose

The purpose of this chapter is to provide an understanding of the trend of corporate social responsibility (CSR) in Taiwan. It seeks to explore the relationship between corporate governance and CSR from a perspective of developing countries.

Methodology/approach

Using stakeholder theory as an analytical framework, this chapter presents an analysis based on literature review and secondary data on empirical research.

Findings

A company’s CSR performance can be regarded as the outcome of the responses to its multiple stakeholders’ expectations. Most Taiwanese firms were not actively engaging in CSR activities, from an international standard. On the whole, they also showed that local companies lacked of both internal dimension and external dimension to carry out CSR strategy. From the CSR performance of Taiwanese firms, it was a typical pattern that the management responded to the expectations based on the stakeholders’ power.

Research limitations/implications

The chapter does not include the primary data. To improve our understanding of how corporate governance influences CSR, more and detailed research is needed.

Originality/value

This chapter highlights that corporate governance structure significantly influences CSR performance. This also explains the difference in CSR performance of companies between developed and developing countries. Using a stakeholder perspective on corporate governance, CSR performance reflects the typical management intent – voluntary responses to the stakeholders’ expectations.

Keywords

Citation

Wu, M. (2014), "The Trend of CSR as Corporate Governance in Taiwan", Corporate Social Responsibility and Sustainability: Emerging Trends in Developing Economies (Critical Studies on Corporate Responsibility, Governance and Sustainability, Vol. 8), Emerald Group Publishing Limited, Leeds, pp. 347-369. https://doi.org/10.1108/S2043-905920140000008017

Publisher

:

Emerald Group Publishing Limited

Copyright © 2014 Emerald Group Publishing Limited