Exploring the Organizational Culture’s Moderating Role of Effects of Corporate Social Responsibility (CSR) on Firm Performance: Focused on Corporate Contributions in Korea
Myeongju Lee () and
Hyunok Kim ()
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Myeongju Lee: Sogang University Institute for Business Research, Sogang University, 35 Baekbeom-ro, Mapo-gu, Seoul 04107, Korea
Hyunok Kim: Sogang Business School, Sogang University, 35 Baekbeom-ro, Mapo-gu, Seoul 04107, Korea
Sustainability, 2017, vol. 9, issue 10, 1-18
The purpose of this study was to examine the role of organizational culture in helping to translate corporate social responsibility (CSR) into firm performance. We employed arguments from the CSR strategy view to highlight the effectiveness of CSR and the contingency approach to explain the vertical fit between CSR and the organizational culture in a firm. Furthermore, we examined the moderating influence of organizational culture on the CSR–firm performance linkage. The results suggest that some organizational cultures moderate the relationship between CSR and financial outcomes, and that organizational culture may play an important role in enhancing a positive relationship between CSR and firm performance.
Keywords: CSR; firm performance; organizational culture; Korea; path analysis (search for similar items in EconPapers)
JEL-codes: Q Q0 Q2 Q3 Q5 Q56 O13 (search for similar items in EconPapers)
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Persistent link: https://EconPapers.repec.org/RePEc:gam:jsusta:v:9:y:2017:i:10:p:1883-:d:115599
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