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Article
Publication date: 15 October 2021

Alex Anlesinya and James B. Abugre

This study aims to examine the direct influence of strategic corporate social responsibility (CSR) practices on business value creation while accounting for the moderating…

Abstract

Purpose

This study aims to examine the direct influence of strategic corporate social responsibility (CSR) practices on business value creation while accounting for the moderating and mediating roles of strategic orientation.

Design/methodology/approach

It used data from 118 CSR-intensive multinational subsidiaries operating in five major different industries in Ghana and applied hierarchical regression and bootstrapping via Hayes’ PROCESS Macro for the analyses.

Findings

The results showed that strategic CSR practices comprising of strategic CSR planning, strategic CSR implementation and strategic CSR positioning contribute positively and significantly to business value creation of multinational subsidiaries. Moreover, it found that strategic orientation has directly predicted business value creation significantly and further mediated the nexus between business value creation and the three strategic CSR practices. However, it did not moderate the influence of strategic CSR practices on business value creation.

Originality/value

The study validates and adds to the knowledge on strategic CSR and business value creation theory by demonstrating that strategic CSR practices of multinational corporation (MNCs) are parallel to their subsidiaries’ commitment to shared growth in host countries. Similarly, it provides a better understanding of the dual roles of MNCs’ strategic orientation on strategic CSR practices and business value creation, thereby offering valuable information about the underlying economic process and context that can affect the strategic business value of firms’ strategic CSR practices.

Details

Society and Business Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1746-5680

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Article
Publication date: 1 July 2021

Minyu Wu and Kun Kong

This paper aims to investigate the corporate social responsibility (CSR) initiatives adopted by Chinese firms during the outbreak of COVID-19. Facing this unknown…

Abstract

Purpose

This paper aims to investigate the corporate social responsibility (CSR) initiatives adopted by Chinese firms during the outbreak of COVID-19. Facing this unknown, unexpected and devastating disease, Chinese corporations demonstrated their CSR in different approaches. The purpose of this paper is to explore how CSR influences the decisions of the corporations that respond to a severe incident and how corporations can achieve their mission or strategic objectives by responding to a serious incident.

Design/methodology/approach

Based on secondary data and thematic analysis, this paper examines six Chinese corporations which are the leading firms in their respective industries.

Findings

This paper finds that firms adopted a mixed approach to conducting their CSR initiatives, including altruistic, strategic and citizenship CSR initiatives. This paper also confirms that strategic CSR initiatives were in line with the five dimensions of strategic CSR including centrality, specificity, proactivity, visibility and voluntarism. In addition, this paper also shows that a company could create its competitive advantage by carrying out CSR initiatives that are able to strengthen its value chain activities or the competitive context. This is based on the partnership built by the firms with their stakeholders to recognize the shared value.

Practical implications

This paper shows the implication that business leaders should understood the role of a business in society and the importance of stakeholders’ expectations. The underlying philosophy is that CSR could strengthen the resilience of society; business organizations need to operate in a healthy society.

Originality/value

This paper provides insights of Chinese corporations responding to a severe social incident. It highlights the strategic perspective of CSR initiatives and the linkage between CSR activities and a firm’s competitive advantage.

Details

Corporate Governance: The International Journal of Business in Society, vol. 21 no. 6
Type: Research Article
ISSN: 1472-0701

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Book part
Publication date: 4 December 2020

Barbara Čater and Urša Golob

This chapter analyses the evolution of strategic corporate social responsibility (CSR). Despite extensive research on the strategic aspects of CSR, the absence of a…

Abstract

This chapter analyses the evolution of strategic corporate social responsibility (CSR). Despite extensive research on the strategic aspects of CSR, the absence of a well-defined theoretical concept has hindered the development of the field. The authors build on the four mechanisms that conceptually distinguish strategic CSR from CSR in general: enhancing firm reputation, increasing stakeholder reciprocation, mitigating firm risk, and strengthening innovation capacity. By using bibliometric methods, we analyze the main topics, references, and sources of papers, found in the Web of Science Core Collection database. The analysis of the strategic CSR field discusses main topics through three periods (1991–2009, 2010–2014, and 2015–2019). The findings help identify the mapping of conceptual space of the strategic CSR field and suggest grounds for continuing the debates on how to advance the micro-level perspectives on CSR.

Details

Challenges on the Path Toward Sustainability in Europe
Type: Book
ISBN: 978-1-80043-972-6

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Article
Publication date: 6 June 2016

António Marques-Mendes and Maria João Santos

Based on an extensive review of the literature, the purpose of this paper is to propose an analytical model that enables the study of the corporate social responsibility …

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5010

Abstract

Purpose

Based on an extensive review of the literature, the purpose of this paper is to propose an analytical model that enables the study of the corporate social responsibility (CSR)’s strategic orientation of companies through the analysis of: the different types of CSR integration into company strategies; the different levels of CSR strategic maturity; and the path necessary to be followed for a company to achieve its full development and correspondingly forecasting which initiatives hold the greatest contribution toward this end.

Design/methodology/approach

This paper sets out a conceptual framework, which was drafted building on an extensive critical review of the literature seeking to incorporate the diverse contributions made by the existing CSR models and classifications.

Findings

The analytical framework here proposed enables a wide reaching approach to analyzing strategic CSR, their underlying motivations and its core factors. It also extends to considering the different phases of maturity enabling the evaluation of the distinctive levels of CSR integration into the company strategy and the stage at which the company currently stands at on its determined path.

Practical implications

From a practical perspective, the suggested framework enables practitioners to access a practical tool that specifically measures their companies’ CSR maturity and strategic profile and which may serve as well as a means of diagnosis, improvement or of adaptation.

Originality/value

This model of analysis generates the identification of the factors explaining the different levels of CSR integration into the company strategy and evaluating the level of maturity prevailing.

Details

Social Responsibility Journal, vol. 12 no. 2
Type: Research Article
ISSN: 1747-1117

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Article
Publication date: 19 January 2010

Som Sekhar Bhattacharyya

The purpose of this paper is to propose a set of screens which would filter in the corporate social responsibility (CSR) programs that make business sense for a firm and…

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6893

Abstract

Purpose

The purpose of this paper is to propose a set of screens which would filter in the corporate social responsibility (CSR) programs that make business sense for a firm and screen out those that do not. This process based set of screens filter CSR initiatives based on certain inclusion and exclusion parameters. This paper further presents an integrated conceptualization of a strategic CSR framework. The CSR programs that pass through the set of screens are evaluated based on its strategic characteristics and the business gains from it.

Design/methodology/approach

This paper is conceptual in nature. The approach adopted in this paper is first to set the study context by presenting the extant literature on CSR and strategic management. Further based upon the perspectives from extant literature, the author incrementally builds an integrated framework on strategic CSR by using and providing logical arguments.

Findings

This conceptual paper presents new and richer theoretical perspectives on strategic CSR and thus extending the known theoretical knowledge boundaries on CSR. Further, insights could be gathered if the strategic CSR theoretical framework developed in this paper is studied empirically.

Practical implications

The perspectives on strategic CSR developed in this paper would help managers to design strategic CSR programs based on its focus and direction, proactiveness, activity nature, characteristics, and benefits.

Originality/value

In the past some scholars had attempted to develop framework on designing strategic CSR. In this paper, the author attempts to provide a more holistic and yet comprehensive theoretical perspective on strategic CSR initiatives. CSR managers can use this framework to design their CSR initiatives and manage their firm's CSR initiatives in a more effective and efficient manner.

Details

European Business Review, vol. 22 no. 1
Type: Research Article
ISSN: 0955-534X

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Article
Publication date: 1 August 2008

Som Sekhar Bhattacharyya, Arunditya Sahay, Ashok Pratap Arora and Abha Chaturvedi

The purpose of this paper is to attempt to develop a framework that will help managers to design firm level corporate social responsibility (CSR) initiatives which can be…

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3752

Abstract

Purpose

The purpose of this paper is to attempt to develop a framework that will help managers to design firm level corporate social responsibility (CSR) initiatives which can be of strategic interest for an organisation.

Design/methodology/approach

The paper reviews concepts from the domains of strategic management and CSR literature. The concepts are deliberated and analyzed to build up a strategic corporate social responsibility (CSR) framework. The article starts by identifying the salient stakeholders of a firm, based on the three stakeholder attributes of power, legitimacy, and urgency. The framework then talks about the identification of a firm's interest in CSR, on the basis of firm value chain, context of competitiveness and intention of creating new business opportunities. Finally, this literature talks about the expected benefits to be achieved by carrying out strategic CSR initiatives.

Findings

In a competitive atmosphere, it is important to utilize the firm resources in a proper manner and for a worthy cause. The undertaking of CSR initiatives calls for the sacrifice of firm resources. Resources are scarce and valuable. Managers can design CSR initiatives in a number of ways. But the real challenge for managers is to design firm CSR strategy in such a manner that it helps address a social issue and also provides the organization with some business benefits.

Originality/value

Though managers are aware of the need and benefits of undertaking strategic CSR, a comprehensive theoretical framework which can guide CSR managers to design and implement CSR activities for strategic gains is not present. This study provides for such an integrated framework from the stage of identification of stakeholders, to the design of CSR, to the nature of strategic gains to be incurred.

Details

Social Responsibility Journal, vol. 4 no. 3
Type: Research Article
ISSN: 1747-1117

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Article
Publication date: 8 August 2009

Itziar Castelló and Josep Lozano

The purpose of this paper is to understand whether firms evolve towards more comprehensive postures of CSR and what strategic factors drive the change.

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5087

Abstract

Purpose

The purpose of this paper is to understand whether firms evolve towards more comprehensive postures of CSR and what strategic factors drive the change.

Design/methodology/approach

The approach is deductive‐inductive research based on six critical case studies and supported by extensive review of related literature. The paper provides historical analysis of six firms leaders in their industry (Nike, Shell, General Electric, 3M, CEMEX and IBM) combining primary and secondary data.

Findings

Firms evolve over time towards more complex CSR postures. This evolution is driven by some key strategic factors. The article sets out a three‐stage framework connecting CSR evolution and the strategic change factors.

Practical implications

The paper provides managers with a framework to promote strategic CSR change in their organizations.

Originality/value

The paper is a joint research study on the evolution of CSR and strategic drivers of change.

Details

Corporate Governance: The international journal of business in society, vol. 9 no. 4
Type: Research Article
ISSN: 1472-0701

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Article
Publication date: 4 November 2021

Zubaida Ashraf, Gul Afshan and Umar Farooq Sahibzada

An increasing number of organizations focus on creating value in economics and growing their aspect, encompassing human, social and environmental perspectives…

Abstract

Purpose

An increasing number of organizations focus on creating value in economics and growing their aspect, encompassing human, social and environmental perspectives. Traditionally, organizations mostly contained corporate social responsibility (CSR) as their actions only in an economically favorable situation. However, CSR can also be used in an unfavorable time as a strategic process to recover and sustain the organization during a crisis. The purpose of this study is to review six years (2015-2021) articles published on strategic CSR.

Design/methodology/approach

The literature review of the current study examines through source data and combination findings the role of strategic CSR during a time of crisis. The search was conducted using Google Scholars, Psych Info, Emerald Insight, Science Direct and ProQuest. The study reviewed six years of articles on strategic CSR (2015–2021).

Findings

The paper concludes by suggesting propositions and a model that indicated that effective communication encourages employees and external stakeholders to participate and enhance their contribution during the crisis and help gain a competitive advantage.

Research limitations/implications

The present review demonstrated managing crisis by incorporating strategic CSR initiatives. The role of communication is important for understanding the crisis, which builds a trust-based relationship with employees and external stakeholders and enhances their participation and engagement that can help sustain during the crisis. This study will help the organizations during the time of crisis because strategic CSR initiatives reduce the negative effect of the crisis and help achieve organizational competitive advantages.

Originality/value

The present review bridges the gap in strategic CSR during the COVID-19 crisis interface. This review aims to understand the role of strategic CSR during the time COVID-19 of crisis. This study contributes to the strategic CSR research by giving clarity regarding the managing crises of organizations.

Details

Journal of Global Responsibility, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2041-2568

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Article
Publication date: 21 September 2020

Timothy Donnelly and Mark Wickham

While the literature has extolled the desirable outcomes of strategic corporate social responsibility, there is recognised paucity of research concerning its requisite…

Abstract

Purpose

While the literature has extolled the desirable outcomes of strategic corporate social responsibility, there is recognised paucity of research concerning its requisite antecedents. Applying the resource-based view (RBV), this paper aims to address the research question: What are the resources and capabilities associated with strategic CSR activities?

Design/methodology/approach

A qualitative content analysis of B-Corporation certified firms’ annual reports was undertaken to address the research question. Using the global reporting initiative guidelines, the contents of the B-Corporation certified banks were coded against the best-practice CSR benchmarks for economic, social and environmental sustainability reporting. The data were then further scrutinised to detect the resources and capabilities related to the firms’ strategic CSR activities.

Findings

Analysis of the data detected eight resources (i.e. investor funds, customer deposits, knowledge management processes, strategic partnerships, organisational culture, management information systems, market differentiation and supply-chain influence) and nine capabilities underpinning best-practice strategic CSR activities in the finance industry setting. In addition to these, the data indicated: the importance of managing the interdependencies that exist between the resource; the critical nature of knowledge management processes; the importance of supply-chain relationships; and the appropriateness of the RBV in strategic CSR research.

Research limitations/implications

First, the data gathered for this study were from the sample organisations’ annual reports only. Second, this study is based on a small sample size. Third, the qualitative approach supported the generation of results not readily generalisable. Future research should: seek to gather secondary data from a range of organisation publications; collect and analysis primary data; adopt longitudinal research methodologies to explore interactions between combinations of resources and capabilities; adopt quantitative research designs into establish the nature of any causal relationships; could replicate the method adopted in this study into a range of other industry settings.

Practical implications

The findings of this study also suggest three practical implications. First, the interdependent nature of the resources deployed by the sample organisations suggests that the effective management of any one of the sustainability criteria necessitates the effective management of the other two. Second, there appears an opportunity for organisations seeking to improve their sustainability performance to develop a dedicated sustainability information system. Third, the findings in this study demonstrated an emphasis on social sustainability outcomes, which suggests that social sustainability measures are of greater relevance (or a closer “fit”) with what society expects from credit providers in the finance industry.

Originality/value

This paper advances the empirical and theoretical development of the strategic CSR concept by applying the RBV as a lens. This paper contributes a model of the relationship between antecedent resources and capabilities and strategic CSR, and provides guidance on the future application of the RBV in this regard.

Details

Social Responsibility Journal, vol. 17 no. 7
Type: Research Article
ISSN: 1747-1117

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Article
Publication date: 6 February 2017

Filippo Vitolla, Michele Rubino and Antonello Garzoni

This paper aims to fill the existing gaps in literature which deal with both the application of a socially oriented philosophy to the theme of strategic corporate social…

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2865

Abstract

Purpose

This paper aims to fill the existing gaps in literature which deal with both the application of a socially oriented philosophy to the theme of strategic corporate social responsibility (CSR) integration and to the systematic analysis of the processes of strategic CSR management, and to create a connection between social management philosophy and the dynamic approach to CSR integration based on the strategic management processes. In particular, this study aims at creating a conceptual model to highlight, in a structured and organic way, the dynamic relationships, based on a social management philosophy, characterizing the integration of CSR in the different strategic management processes: formulation and implementation of both intended and emergent strategies. In relation to these goals, the following research questions are formulated: What are the most important strategic management processes in which to integrate CSR following a social management philosophy? How does integration (strategic CSR) based on social management philosophy impact these processes? How do strategic CSR processes based on social management philosophy determine strategic change? Which are the management tools which support integration based on social management philosophy?

Design/methodology/approach

The work is a conceptual paper. The paper has been developed as follows: the identification of the theoretical gaps; the definition of the research objectives; the literature review about both CSR integration and strategic management in a dynamic perspective; the formulation of the research questions; the conceptual analysis, based on social management philosophy, of the relevant propositions related to the dynamic approach to CSR integration; the building of the conceptual model based on the propositions; and the description and the analysis of the model.

Findings

In this model, three circles of change that are able to describe the integration of CSR into strategic management have been identified: A, the circle for achieving the strategic intent; B, the circle for formulating the strategic intent; and C, the circle of bottom-up innovations.

Practical implications

From a managerial perspective, it is possible to point out the following implications related to the integration of CSR into strategic management and the achievement of a strategic CSR: as for change dynamics which are linked to the formulations of the intended strategy, it is fundamental to develop a social management philosophy; to achieve the strategic intent, it is necessary to incorporate CSR actions into core activity of value chain; to favour the socially oriented bottom-up innovations, it is necessary to define a favourable organizational context; the strategic CSR must be supported by integrated tools and methodologies that make the rationalization of processes of change possible; and the application of tools and processes, even sophisticated ones, which are not based on social management philosophy may lead, in the long run, to negative tensions among stakeholders, as well as to serious repercussions on the firm’s management and its performance.

Social implications

It is possible to pinpoint other implications for the society: the circle for achieving the strategic intents, with the aim of improving the execution phase, increases the positive externalities and reduces the negative externalities of the economic activities; the circle for formulating strategic intents allows to identify a win–win solution for CSR issues; and the bottom-up entrepreneurship increases the chances to find innovative solutions which combine social aspects and competitive aspects.

Originality/value

The analyses provide an integrated approach, connecting strategic management and CSR in a dynamic perspective.

Details

Corporate Governance: The International Journal of Business in Society, vol. 17 no. 1
Type: Research Article
ISSN: 1472-0701

Keywords

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