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Promoting a strategic business focus to balance competitive advantage and corporate social responsibility missing elements

Alan J. Fish (Department of International Business, Yunnan University of Finance and Economics, Kunming, China)
Jack Wood (Central Queensland University, Rockhampton, Australia)

Social Responsibility Journal

ISSN: 1747-1117

Article publication date: 6 March 2017

2034

Abstract

Purpose

This paper aims to highlight dysfunctional multi-stakeholder relations and negative business outcomes, evidenced in lose/lose results, exacerbated by failure to acknowledge strategic business focus as a means to redress problematic business thinking and practice amongst key leadership teams associated with achieving balance between competitive advantage and corporate social responsibility.

Design/methodology/approach

The reframed strategic business focus has been developed using Eastern philosophy and Western organization theory and refers to four case examples of dysfunctional business thinking and practice.

Findings

Strategic business focus results from an interdependent and complementary positive mediating relationship between competitive advantage and corporate social responsibility, which is moderated by organization culture (organization core values, including shared value) and strategic human resource management (talent and mindset).

Research limitations/implications

Strategic business focus as proposed has not been empirically tested but seeks to address a conceptualization that competing business and stakeholder agendas are interdependent and complementary.

Practical implications

Strategic business focus seeks to redress traditional win/lose and lose/lose business outcomes, by supporting win/win results, represented by shared value amongst multi-stakeholders.

Social implications

Strategic business focus seeks to provide a means whereby corporate social responsibility, particularly the social contract, plays a key role in the decisions and practices of key leadership teams and the behaviour of corporate staff in host environments when seeking competitive advantage.

Originality/value

Eastern thinking and behaviour are usually undervalued in the western business literature, particularly in western business practice. Joint attention, however, may improve competitive advantage and corporate social responsibility agendas in support of diverse management practices, including shared value.

Keywords

Acknowledgements

The authors would like to thank – Professor Stephen Perkins, Dean, London Guildhall Faculty of Business and Law – London Metropolitan University, England; Professor Christopher Brewster, Henley Business School, University of Reading, England; Professor Chris Rowley, CASS Business School, London, England; Professor Dexter Dunphy, Centre for Corporate Governance, The University of Technology, Sydney, Australia; Dr Joost Bucker, Radboud University, Nijmegen, The Netherlands; Dr Ramudu Bhanugopan, Faculty of Business, Charles Sturt University Wagga Wagga, Australia; and Ms Shirley Ma, Institute of Public Management, Shanghai Modern Management Centre, the PRC, for their constructive comments on earlier versions of this paper.

Citation

Fish, A.J. and Wood, J. (2017), "Promoting a strategic business focus to balance competitive advantage and corporate social responsibility missing elements", Social Responsibility Journal, Vol. 13 No. 1, pp. 78-94. https://doi.org/10.1108/SRJ-04-2016-0054

Publisher

:

Emerald Publishing Limited

Copyright © 2017, Emerald Publishing Limited

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