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While corporate social responsibility (CSR) has been gaining support for the role it plays in employee outcomes, such as organizational identification (OID), the view of CSR from a social identity perspective is underdeveloped. This conceptual chapter explores the role of social identity processes grounded in organizational justice to develop a model of CSR attributions and the moderating role these attributions play in organizational member outcomes. CSR is understood as the relational processes happening with stakeholders, and these relationships engage specific organizational identity orientations. The social identity process flows from there, resulting in CSR attributions including strategic, relational, and virtuous. Using social identity, organizational identity, and organizational justice, this chapter makes two specific contributions: a CSR attribution typology grounded in organizational justice and the moderating impact of these attributions between activated justice dimensions and resulting organizational member outcomes.

This paper aims to investigate the relationship between corporate environmental, social and governance (ESG) ratings and leverage manipulation and the moderating effects of internal and external supervision.

The authors draw on a sample of Chinese non-financial A-share-listed firms from 2013 to 2020 to explore the effect of ESG ratings on leverage manipulation. Robustness and endogeneity tests confirm the validity of the regression results.

ESG ratings inhibit leverage manipulation by improving social reputation, information transparency and financing constraints. This effect is weakened by internal supervision, captured by the ratio of institutional investor ownership, and strengthened by external supervision, captured by the level of marketization. The effect is stronger in non-state-owned firms and firms in non-polluting industries. The governance dimension of ESG exhibits the strongest effect, with comprehensive environmental governance ratings and social governance ratings also suppressing leverage manipulation.

Firms should strive to cultivate environmental awareness, fulfil their social responsibilities and enhance internal governance, which may help to strengthen the firm’s sustainability orientation, mitigate opportunistic behaviours and ultimately contribute to high-quality firm development. The top managers of firms should exercise self-restraint and take the initiative to reduce leverage manipulation by establishing an appropriate governance structure and sustainable business operation system that incorporate environmental and social governance in addition to general governance.

Policymakers and regulators should formulate unified guidelines with comprehensive criteria to improve the scope and quality of ESG information disclosure and provide specific guidance on ESG practice for firms. Investors should incorporate ESG ratings into their investment decision framework to lower their portfolio risk.

This study contributes to the literature in four ways. Firstly, to the best of the authors’ knowledge, it is among the first to show that high ESG ratings may mitigate firms’ opportunistic behaviours. Secondly, it identifies the governance factor of leverage manipulation from the perspective of firms’ subjective sustainability orientation. Thirdly, it demonstrates that the relationship between ESG ratings and leverage manipulation varies with the level of internal and external supervision. Finally, it highlights the importance of governance in guaranteeing the other two dimensions’ roles by decomposing overall ESG.

The purpose of this paper is to identify specific practices companies can adopt to unleash the social entrepreneurial spirit of their employees. It is in response to growing expectations from customers, employees, investors and governmental agencies around the world that businesses serve not just the financial interests of their shareholders but the environmental and social expectations of all citizens. By encouraging and supporting employees to pursue innovative products, services and management practices that address both the company’s business interests and the individual’s social passions, corporate social entrepreneurship (CSE) has the potential to do both.

A systematic review (SR) of academic studies published in peer-reviewed journals was conducted to answer the review question: What are the organizational enablers of CSE in large national and multinational corporations? Thirteen relevant high-quality academic research studies were identified. These studies were then synthesized through a multi-step coding process using Atlas.ti. Common themes were identified and actionable management recommendations developed.

Three findings emerged: (a) that while an organization’s values, demonstrated by its leadership, empower CSEs, specific structures and practices are required to enable them to have the intended impact on its environmental and social performance; (b) that CSEs are motivated, but organizations need to invest in developing their skills and capabilities; and (c) when CSE success is recognized and rewarded it positively impacts future efforts by other employees.

Available research has focused on the characteristics of the individual CSEs and the challenges they face. Although that research provided sufficient insights to support the analysis performed in this study, little research has been conducted to establish the extent to which CSE: (a) is used by businesses today, (b) is positively impacting company corporate social responsibility (CSR) perceptions; (c) may be improved through the application of the study’s recommendations, (d) is affected by leadership styles and business cultures and (e) differs across industry, national and political settings. Both qualitative and quantitative research into these and related topics are needed.

This paper provides a comprehensive view of the relationship between an organization’s practices and CSE success. It recommends that executives communicate their personal and the organization’s values; that they make specific, targeted organizational investments to support CSE; actively identify, recruit and train these employees; and establish, measure and report CSE results.

CSE is an important complementary approach to CSR, environmental, social and governance investing and the United Nation’s sustainability development goals. It can contribute to businesses serving not just the commercial interests of their shareholders but the environmental and social expectations of all citizens.

While previous studies have focused on the personal characteristics and behaviors of CSEs, this is the first to use these insights to develop a comprehensive understanding of the organizational characteristics required for their success. Corporations are increasingly expected to meet the environmental and social expectations of all stakeholders, yet these programs are too often seen as more symbolic than substantive. This paper provides a roadmap for institutionalizing CSE as an important contributor to these efforts.

This study aims to propose a moderated mediation model to investigate the moderating effects of environmental, social and governance (ESG) performance on the relationship between inefficient investment and firm performance and the mediating effect of firms that participate in institutional research on the relationship between investment efficiency and performance. This study also analyses the heterogeneity of the corporate nature, intensity of industrial research and development (R&D), industrial competition and regional marketization.

This study uses a panel data fixed-effects model to conduct a regression analysis of 1,918 Chinese listed firms from 2016 to 2020. A Fisher’s permutation test is used to examine the differences between state-owned and nonstate-owned firms.

Inefficient investment negatively impacts corporate performance and higher ESG performance exacerbates this effect by attracting more institutional research which reveals more problems. State-owned enterprises perform significantly better than nonstate-owned enterprises in terms of ESG transformation. Industrial R&D intensity, competition and regional marketization also mitigate the negative effects of inefficient investment on corporate performance.

This study suggests that companies should consider inefficient investments that arise from agency issues in corporate ESG transformation. In addition, state-owned enterprises in ESG transformation should take the lead to achieve sustainable development more efficiently. China should balance regional marketization, encourage enterprises to increase R&D intensity, reduce industry concentration, encourage healthy competition and prevent market monopolies.

This study combines the agency and stakeholder theories to reveal how inefficient investments that arise from agency issues inhibit value creation in ESG initiatives.

Business environment has had a considerable influence on the strategic and operational choices of organisations since the beginning of industrialisation. The faster pace of change in the environment and unpredictability was observed in the advancement of the industrial ages. Strategic management thinkers studied the organisational context of turbulent environments including volatile, uncertain, complex, and ambiguous (VUCA). Ambiguity in a volatile, uncertain, and complex environment changed the rules of business altogether from structured organisations to flexible ones with living entity-like responsiveness. Strategic leadership has emerged as the radar to see solutions in unpredictable environments. The inherent vulnerability of tourism to the vagaries of outside forces makes it imperative to accept and prepare for VUCA. The future of tourism will rest in flexible, agile, innovative, and resilient business models.

We expect to provide a complete theoretical framework and large sample evidence on the impact of corporate social responsibility (CSR) on the efficiency of labor investment. We also hope to provide micro-evidence based on labor investment behavior for the two-sided impact of corporate CSR behavior.

This paper measures labor investment efficiency by estimating the difference between actual and expected net hiring of enterprises. CSR is measured on the basis of the CSR score of Chinese listed companies published by Hexun.com. A regression model is constructed to analyze the relationship between CSR and labor investment efficiency. Possible endogeneity problems are controlled by lagging independent variables, propensity score matching method and difference-in-difference method.

Results show that CSR can improve labor investment efficiency by reducing over-hiring and under-hiring in emerging markets. The existence of the mediating effect of agency cost, information disclosure quality and employment fluctuation confirms that CSR improves labor investment efficiency through two mechanisms of corporate governance and labor market friction. The improvement effect of CSR on labor investment efficiency is more significant in non-state-owned, high CEO shareholding ratio and high-average urban wage enterprises.

In conclusion, our study is an important supplement to the existing research on the factors affecting labor investment efficiency. Our research conclusions will be helpful for enterprises in developing countries or enterprises in labor-intensive industries to improve labor investment inefficiency. The conclusion of the mechanism analysis in this paper provides more complete and reliable microscopic evidence for accurately identifying the specific path of CSR's impact on labor investment efficiency. This paper verifies the positive impact of CSR from the perspective of labor investment efficiency in the context of a developing country, which provides evidence for the theoretical conflicts related to CSR based on the effectiveness of enterprise labor investment decisions.

This paper explores the relationship between earnings management and firms' value through the moderating effect of the missing elements – corporate social responsibility (CSR) disclosure and state ownership in Russian companies. The main argument of the paper is that CSR disclosure can be used as a mitigating mechanism to weaken the negative relationship between earnings manipulation and market value. Additionally test whether state ownership is an important moderating factor in this relationship are conducted as state has always played an important role in the emerging Russian market.

The hypotheses are tested on panel data for 223 publicly listed Russian firms for the period 2012–2018. A number of robustness tests are used to check the obtained results for consistency. Following previous research GMM method is employed to address endogeneity concerns.

Supported by stakeholder theory, it is observed that firms that disclosed more CSR information experience a weaker negative relationship between earnings management and market value because investors and other stakeholders positively evaluate a positive CSR image. This negative effect of earnings management on market value is even weaker for state-owned companies as market participants appreciate involvement of state-owned companies in CSR activities and place greater expectations on these firms to be responsible without clear understanding whether these actions are “window dressing” for this type of companies or not.

The study results provide new insights into the relation between earnings management, firm's value, CSR disclosure and state ownership in emerging-market firms. The paper highlight the importance of considering country-specific factors, such as state ownership, while analysing the market reaction on CSR disclosure and earnings management since the institutional peculiarities may help to explain differences in the obtained results.

Introduction: The pandemic era has given rise to emerging VUCA factors, characterised by volatility, uncertainty, complexity, and ambiguity. Navigating the impact of these challenges is essential for adapting and thriving in a post-pandemic world; therefore, it is important to identify VUCA factors.

Purpose: The purpose of this study is to identify and analyse the VUCA factors that emerged during the COVID-19 pandemic, focusing on sectors such as hospitality, tourism, education, construction, manufacturing, Information Technology, healthcare, and automobiles.

Need for the Study: Analysing emerging VUCA factors is crucial for businesses to prepare for unforeseen events. While VUCA factors were previously studied during significant events like the Greater Recession, BREXIT, and demonetisation, the pandemic has presented unprecedented challenges, making the identification of emerging VUCA components crucial.

Methodology: The methodology involves reviewing articles and research papers to understand the pandemic’s impact on various sectors. The findings provide insights into prominent VUCA factors and their implications for businesses, contributing to existing knowledge.

Findings: This research uncovers the challenges organisations encountered in the pandemic’s VUCA environment, offering insights into uncertainties and strategies for survival. It highlights the importance of adaptability, resilience, and innovation in overcoming VUCA’s negative impacts and establishing a new business paradigm.

Practical Implications: This chapter is essential in providing valuable insights for organisations, policymakers, and businesses on crisis preparedness, emphasising the significance of agility, robust contingency planning, and sector-specific considerations. Reviewing operations and implementing backup plans, businesses can develop effective strategies for long-term resilience and success in the face of unforeseen disruptions.