Business Strategy and Corporate Social Responsibility
Yuan Yuan (),
Louise Yi Lu (),
Gaoliang Tian () and
Yangxin Yu ()
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Yuan Yuan: South China University of Technology
Louise Yi Lu: Australian National University
Gaoliang Tian: Xi’an Jiaotong University
Yangxin Yu: City University of Hong Kong
Journal of Business Ethics, 2020, vol. 162, issue 2, No 7, 359-377
Abstract:
Abstract This study examines the relation between a firm’s business strategy and its corporate social responsibility (CSR) performance. Using a comprehensive measure of business strategy based on the Miles and Snow (Organizational strategy, structure, and process, McGraw-Hill, New York, 1978, Organizational strategy, structure, and process, Stanford University Press, Stanford 2003) theoretical framework, we find that firms following an innovation-oriented strategy (prospectors) are associated with better CSR performance than those following an efficiency-oriented strategy (defenders). Specifically, compared with defenders, prospectors engage in more socially responsible activities, fewer socially irresponsible activities, and perform better in both stakeholder- and third-party-related CSR areas. Taken together, our results suggest that business strategy is an important determinant of CSR performance. Prospectors take advantage of CSR, as their innovation-oriented strategy allows them not only to benefit more from CSR, but also to have more tolerance for the uncertainty, risk, and long time-horizon associated with CSR engagement.
Keywords: Business strategy; Corporate social responsibility; Long-term investment; Innovation leadership; Cost minimization (search for similar items in EconPapers)
Date: 2020
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Citations: View citations in EconPapers (45)
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DOI: 10.1007/s10551-018-3952-9
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