Cross-sector Alliances for Corporate Social Responsibility Partner Heterogeneity Moderates Environmental Strategy Outcomes

Haiying Lin ()

Journal of Business Ethics, 2012, vol. 110, issue 2, 219-229

Abstract: This article provides a new mechanism in understanding how partner heterogeneity moderates an alliance’s ability to advance corporate social responsibility goals. I identified the antecedents for firms to select a more diverse set of partners and explored whether more diverse alliances (especially cross-sector alliances) may facilitate partners to achieve more proactive environmental outcomes. I employ 146 environmental alliances formed in the U.S. between 1990 and 2009 to test the assertions. Results suggest that firms with innovative orientation and alliance experiences tend to choose a more diverse set of partners (especially cross-sector partners); and such partner heterogeneity in turn moderates an alliance’s environmental outcomes—compared to inter-firm alliances, cross-sector alliances are more likely to facilitate partners to pursue more proactive environmental strategies. Copyright Springer Science+Business Media B.V. 2012

Keywords: Resource-based view; Partner heterogeneity; Cross-sector alliances; Cross-industry alliances; Same-industry alliances; Environmental strategy; Corporate social responsibility (search for similar items in EconPapers)
Date: 2012
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Citations: View citations in EconPapers (27)

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DOI: 10.1007/s10551-012-1423-2

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