What drives strategic Corporate Social Responsibility?

Rania Béji and Ouidad Yousfi
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Rania Béji: CEPN, University Sorbonne Paris Nord, Paris, France
Ouidad Yousfi: University of Montpellier, Montpellier, France

Journal of Economic Analysis, 2025, vol. 4, issue 1, 83-106

Abstract: This study examines the role of the Corporate Social Responsibility Committee (CSRC) in the adoption of strategic Corporate Social Responsibility (CSR) projects that surpass regulatory requirements and basic stakeholder expectations. Our results demonstrate that the establishment of CSRCs enhances all strategic CSR mechanisms, particularly business reputation, stakeholder interaction, risk mitigation, and innovation. Additionally, strategic CSR practices exhibit a strong correlation with CSRC attributes and organizational characteristics. Specifically, the size of the CSRC is positively associated with all dimensions of strategic CSR. Furthermore, CEO membership is likely to impede risk mitigation and innovation capacity, whereas board chair membership enhances business reputation, stakeholder communication, and innovation potential. In terms of gender diversity, female CSRC members show a greater concern for business reputation and associated risks. Regarding committee functioning, increased meeting frequency has the potential to enhance various aspects of strategic CSR.

Keywords: CSRC composition; corporate board; responsive CSR; reputation Enhancement; Stakeholder Reciprocation (search for similar items in EconPapers)
Date: 2025
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