Corporate Social Responsibility: Strategic Implications

Cornell University, Итак, New York, United States
Journal of Management Studies (Impact Factor: 4.26). 02/2006; 43(1):1-18. DOI: 10.1111/j.1467-6486.2006.00580.x
Source: RePEc


We describe a variety of perspectives on corporate social responsibility (CSR), which we use to develop a framework for consideration of the strategic implications of CSR. Based on this framework, we propose an agenda for additional theoretical and empirical research on CSR. We then review the papers in this special issue and relate them to the proposed agenda. Copyright Blackwell Publishing Ltd 2006.

Download full-text


Available from: Abagail Mcwilliams
  • Source
    • "Long gone are the days when consumers only cared about the price and quality of products and services. The media increasingly devote attention to social activists, who provide the public with access to new information regarding labor conditions, environmental degradation and questionable methods of production (McWilliams, et al., 2006). Many consumers, therefore, also care about the underlying processes for how prices are determined and quality is delivered (Freeman, 1994). "
    [Show abstract] [Hide abstract]
    ABSTRACT: Abstract Years of research clearly shows that relying on traditional organizational power bases is not effective when companies want to promote business ethics and performance. It is not only that the use of legitimate power to establish ethics codes and coercive power to punish employees who do not comply does not work; this study - based on a multi-method research approach in the retail industry - indicates that the classic iron fist leads to unethical business values and lower service performance. But there is a light at the end of the tunnel for forward-looking managers. The ethical attitudes and behaviors of employees within international organizations is a dynamic variable that is possible to change by the use of values-based leadership. Our extensive study of a large grocery store chain owned by a multinational corporation indicates that managers who lead by example will boost team values and commitment.
    Full-text · Article · Jan 2016 · Journal of Business Ethics
  • Source
    • "However, this is outside this article's boundary. After creating economic miracles through export (Amsden and Chu, 2003), Taiwan firms need to do more on CSR performance to convince global markets that they behave in a socially responsible way, to be good global corporate citizens even though the government does not set or execute high CSR standards (McWilliams et al, 2006). The utilization of such Taiwan firms as a sample to address the CSR performance issue will be helpful to our understanding of the situation among Asian firms as regards broader CSR performance, and we would expect publicly listed firms in Taiwan to differ little from those in developed economies. "
    [Show abstract] [Hide abstract]
    ABSTRACT: What are the impacts of socio-emotional wealth on the corporate social responsibility (CSR) performance of family firms? Using panel data (2007-2012) of publicly listed firms in Taiwan, this research adopts the perspective of socio-emotional wealth to compare the CSR performance of family and non-family firms. We found that overall socio-emotional wealth (measured by majority ownership and the ratio of independent directors on the board) is positively associated with CSR performance, and family ventures out-perform non-family firms. Theoretical, managerial and policy-making implications are provided.
    Full-text · Article · Dec 2015 · Asian Business & Management
  • Source
    • "Some studies indicate a positive link (Margolis and Walsh, 2003); others find a negative relationship (Gössling, 2011). This lack of empirical consensus regarding the relationship between CSR and firm performance reflects a wide array of research issues (McWilliams et al., 2006; Perrini et al., 2011). In particular, an overly strong emphasis on financial instead of economic performance and the use of different methods to measure social and economic performance (Arlow and Gannon, 1982; Aupperle et al., 1985; Cochran and Wood, 1984; Orlitzky et al., 2003) represent important flaws in prior empirical research. "
    [Show abstract] [Hide abstract]
    ABSTRACT: The few studies that analyze the impact of a combined strategy of innovation and corporate social responsibility (CSR) on firm performance mostly focus on financial performance. In contrast, the current study considers the simultaneous impact of technological innovations (product and process) and CSR on firm growth, which provides a measure of medium-term economic performance. With a sample of 213 firms and a two-step procedure, this study reveals the differentiated effects of strategic versus responsive CSR behavior on the two technological innovation types, as well as the effects of the two innovation types on growth. The findings thus indicate that firms with strategic CSR achieve growth through both their product and their process innovations.
    Full-text · Article · Nov 2015 · Journal of Business Ethics
Show more