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This paper aims to develop a scale to measure climate strategy proactivity (CSP) displayed by corporate in developing countries to attain competitive advantage (CA) and sustain it through sources of sustained competitive advantage (SOSCA). It attempts to derive sound operational definitions of CSP, CA and SOSCA through horizontal analysis of previous studies and discussions with experts and practitioners to construct a measurement scale.

Research design includes broad stages, namely, item generation, scale development and assessment of psychometric properties of the scale starting with review of literature and discussions with experts and practitioners, which were followed by a pilot and full study carried out through a cross-sectional, self-administered online survey questionnaire and assessment using suitable tools and techniques.

Findings of the study comprise development of sound operational definitions and construction of a valid and reliable measurement scale of CSP displayed by corporate to attain CA with strong psychometric properties, which is expected to be useful in developing countries not only for researchers and academics but also for the practitioners and organizations.

The information was self-reported by respondents through climate strategy proactivity questionnaire (CSPQ) and consequently can be at risk to have been influenced by bias. Nonetheless, this CSPQ scale devoid of conceptual problems can be used in developing countries in future empirical studies with the caution that its reliability and validity require further tests.

Using the CSPQ scale will help managers in developing countries in enhancing their awareness with the provision of these conceptually clear comprehensive operational definitions of CSP, CA and SOSCA with respect to the conceptual nature and the latent expressions, and draw an extensively enhanced scope of climate-conscious strategy to bring about CA.

With the data collected from a sample representing different stakeholders of Indian companies from across the country, CSPQ scale possesses significant robustness and implicative potential which can contribute to the evolution of the strategic management field by providing a valid and reliable measure of CSP in developing countries applicable under any major theoretical perspective in strategic management serving the needs of not only the empirical research but also of the management practices intended to attain CA.

This study aims to reveal the quantity, quality and cultural differences of negative corporate social performance (CSP) disclosures in large firms' corporate social responsibility (CSR) reports. Firms are expected to be transparent about the impacts and outcomes of their CSP. A central aspect of transparency is balance, which means disclosing both positive and negative CSP.

Content analysis was applied to 75 CSR reports of large firms chosen from the Forbes Top 500 list. The firms belong to three cultural clusters: Anglo, Confucian Asia and Germanic/Nordic Europe.

Firms made few negative CSP disclosures, yet the quantity of negative CSP disclosures varied among cultural clusters. Reports from Germanic/Nordic Europe showed the highest number of negative CSP disclosures, reports from Confucian Asia showed the lowest number and the Anglo cluster's number fell in between. The Asian firms communicated corrective actions more often than firms from the other clusters.

This study focused on negative CSP disclosures in the CSR reports – not omitting negative CSP. The practice of self-laudatory CSR communication decreases the likelihood that relevant stakeholders will believe what firms report about.

Studies on the quality and quantity of negative disclosures are rare; by examining cultural differences, this study contributes to the limited body of knowledge.

To increase understanding of the role of reputation in the corporate social performance (CSP) and financial performance (FP) relationship, including contingencies.

Stakeholder theory is drawn on to present a model of reputation's role in the contingent CSP‐FP relationship.

CSP is affected by stakeholders' resource allocation to the organisation. This allocation is based on stakeholders' assessment of the organisation's reputation relative to stakeholders' particular expectations, which may be instrumentally and/or normatively framed. Reputation, therefore, plays a key role in the CSP‐FP relationship. Additionally, the authors propose that the equivocal results of previous research into the CSP‐FP relationship may be partly explained by organisational and market contingencies. Specifically, the authors contend that strategic fit, competitive intensity and reputation management capability moderate the CSP‐FP relationship.

Empirical measurement issues and future research directions are discussed.

This paper increases the understanding of the role of reputation in the CSP‐FP relationship. Owing to its rich pedigree in research in corporate branding and reputation, marketing is uniquely positioned to contribute toward the better understanding of this issue.

Despite all the attempts developed so far to measure corporate social performance in the last decades, a standard metric for it is still missing. In this work, the author tries to understand why is this the case. To do so, the author has reviewed 69 relevant metrics developed in the literature since the 1970s until today, covering approaches based on social, reputational, and environmental ratings, as well as several others constructed ad hoc by reputated scholars. The author analyzes each of them through a double optics, checking if they meet the minimum requirements to be considered standard and truly social. The research reveals that the main factor that prevents such a standard is the lack of truly social orientation of the existing metrics.

The purpose of this paper is to focus on the influence of socio-economic and cultural factors and their influence on corporate social performance (CSP) (Clarkson, 1995) within developing and mature economies. It aims at identifying the characteristics of socially responsible actions within two contexts: France and Brazil.

Based on a case study methodology and a press database, this paper analyzes two oil companies, the French group Total SA, and the Brazilian company Petrobras.

By focusing on corporate social responsibility (CSR) actions in different socio-economic and cultural contexts, it was possible to identify a predominant CSP “proactivity” in both companies; observe a difference in CSR discourse and practice; note a heterogenic and composite CSR; and notice that companies do not choose their CSP posture, but are subjected to external classifications.

The analysis of only one company per socio-economic and cultural context belonging to the same field could be considered as a limitation, although it allows a deeper analysis of events within both organizations.

Apprehending CSP within different contexts may help decision makers to better understand companies’ socially responsible postures and to observe the socio-economic and cultural factors that can influence them.

This paper highlights CSR practices and their CSP under different socio-economic and cultural perspectives for a more comprehensive understanding of factors that motivate and direct the actions of big corporate organizations.

The purpose of this study is to evaluate empirically the perceptions of the stakeholder regarding their relevance based on their perceived preference in terms of climate strategy proactivity (CSP) which is an outcome of the importance and influence of the category of the stakeholders of Indian companies. Revolutionized by the liberalization–privatization–globalization, the practices and strategies of the companies in the developing country such as India have been marked by dynamic changes in the several past decades. In these circumstances, it has become imperative to understand the relevance of the stakeholders in terms of CSP displayed by these companies to seek help in developing appropriate strategies in the emerging competitive market.

This paper used a research design comprising descriptive analytical method using non-probability purposive sampling method to collect data from a sampled 701 respondents representing eleven categories stakeholders, with the help of a cross-sectional, self-administered online survey questionnaire.

The findings of the study detail the evaluation of the stakeholders relevance based on their perceived preference in terms of CSP attaching significance to the stakeholders’ perception as a useful tool. While the findings hint at the incessant growth of stakeholder awareness urging corporations to analyze effects and adopt appropriate strategies in developing countries, they also evaluate empirically the perceptions of the stakeholder regarding their relevance based on their perceived preference in terms of CSP which is an outcome of the importance and influence enjoyed by the category of the stakeholders of Indian companies. The findings confirmed the adequate level of awareness of the stakeholders of Indian companies responsible for making them adopt CSP.

This study had the limitations such as collection of information through a self-reported questionnaire which might have the impact of self-bias despite all the preventive and corrective measures, and the risk of creation of a subjective viewpoint due to the assessment of the perceptions of varied stakeholders. Nonetheless, meeting the objective of this study, the study succeeds in providing a stakeholder perspective to the existing body of knowledge with respect to CSP, a stakeholders-centric concept which is in infancy in the context of developing countries and their corporations.

The paper is original as it adds value by providing empirical evidence from the perspective of different stakeholders, including but not limited to managers or shareholders only, like majority of previous studies. By doing so, it successfully attempts to contextualize them indicating the need to unlock huge potentialities and substantial significance for other developing countries.

This paper aims to close gaps in the current literature according to whether there are differences regarding the relationship between corporate social performance (CSP) and systematic risk when diverse regions of the world are considered, and what the respective drivers for this relationship are. Furthermore, it tests the robustness to alternative measures for CSP and systematic risk.

This study focuses on the impact of corporate social responsibility on systematic firm risk in an international sample. The authors measure CSP emerging from a company's social responsibility efforts by utilizing a CSP rating framework that covers a variety of dimensions. The instrumental variable approach is applied to mitigate endogeneity and identify causal relationships.

The impact of overall CSP on systematic risk is most distinct for North American firms and, in descending order, weaker in Europe, Asia–Pacific and Japan. Risk mitigation applies across all four regions. However, the magnitude of impact differs. While the most critical drivers in North America and Japan include product responsibility, Europe is affected most by the employees category and Asia–Pacific by environmental innovation.

The findings help firms to control their cost of equity and investors may identify low-risk stocks by considering certain aspects of CSP.

This study distinguishes itself from previous literature addressing the connection between systematic risk and CSP by focusing on regional differences in an international sample, using the very transparent CSP measures of Asset4, identifying underlying impact drivers, and testing for robustness to alternative measures of systematic risk.

Cross-sector partnerships (CSPs) are one type of collective social enterprise that has gained importance as a vehicle for social innovation (SI). The purpose of this paper is to understand the sources of the competitive advantage of CSPs as a strategic option for SI.

The authors propose a conceptual framework that integrates two interrelated dimensions of CSP competitiveness – resources and coordination – and their corresponding indicators. Then, the authors apply it to an in-depth case study through qualitative enquiry of a large CSP in the field of work integration during its formation and implementation stages (2012–2016). The authors employ a case study design with process tracing methods for increased validity, analyzing structured data from multiple sources (documentary, in-depth interviews with field experts and key decision-makers in coordinating partner organizations, direct observations) through narrative and visual mapping strategies.

Results illustrate the dynamic interaction between the key dimensions and factors that shape the potential and limitations of CSPs for SI and evidence three types of tensions which management influences partnership outcomes: hierarchical/horizontal commitment; competition/collaboration; and managerial efficiency/social transformation.

This research highlights the pivotal role of product development for the organizing of SI in a CSP context and proposes a conceptual framework that paves the way for future research on the sources of competitive advantage of CSPs, facilitating the assessment of their performance in terms of socially innovative outcomes.

This study aims to describe the different elements included in campus sustainability plans (CSPs) in colleges and universities across the USA.

It examines the contents and specific areas of emphasis of 155 CSPs using a document analysis approach. It determines the types and characteristics of the institutions that have adopted these plans.

The first CSP was written in 2000 and at least 155 plans have been written as of 2021. Only a small percentage of US institutions of higher education have a written CSP, and among those, large public institutions had the most. The quality of these plans varied greatly, indicating a lack of standardization. Engagement was the most discussed topic, and some aspect of campus operations was mentioned in every plan. Social equity was the least prevalent topic.

This research focusing on US colleges and universities may have overlooked plans that have other titles. Nevertheless, it is a fairly comprehensive analysis of campus sustainability planning efforts to date in the USA.

This study has important practical implications for institutions that aspire to craft their first sustainability plan or those that wish to revise their existing plan in a comprehensive manner.

This study builds on a conceptual foundation of plan review by several other authors but presents a more robust and comprehensive method of application specific to CSPs. It fills a wide gap in the literature on the quality and content of CSPs by examining over five times more plans than were analyzed in an older study and addresses some of the research questions from previous articles.

The purpose of this study is to examine how the experience of the top management team (TMT), such as industrial experience and functional experience heterogeneity, affect corporate social performance (CSP) and whether TMT faultlines act as a moderator.

To examine the effect of TMT experience on CSP, this study uses upper echelons theory as theoretical background, and data are selected from 212 Chinese high-polluting companies with A-shares from 2012 to 2016. The dependent variable is lagged by one year from 2013 to 2017.

Industrial experience both positively influenced CSR and negatively influenced corporate social irresponsibility. Functional experience heterogeneity had an inverted U-shaped effect on responsible behaviors and a U-shaped effect on irresponsible behaviors. Meanwhile, TMT faultlines played a moderating roles in the relationship between TMT experience and CSP, in which faultlines reinforces the non-linear relationship between functional experience heterogeneity and CSP.

The existence of impact paths between TMT experience and corporate social performances must still be examined. Other moderators need to be verified.

The important ways to promote more corporate responsible behavior and reduce irresponsible corporate behavior is to choose the right team members. During team formation, it is important to have experience in related industries and select team members with different functional experiences. Companies can consider hiring executives who tend to work together and have relevant experience, which can reduce the time cost of unnecessary conflicts.

This study combined the upper echelons theory with some attention perspectives to study the impacts of TMT experience on CSP.