Corporate social responsibility and an enterprise’s operational efficiency: considering competitor’s strategies and the perspectives of long-term engagement

Shou-Lin Yang ()
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Shou-Lin Yang: Da-Yeh University

Quality & Quantity: International Journal of Methodology, 2016, vol. 50, issue 6, No 13, 2553-2569

Abstract: Abstract This study employs an existing slacks-based measure-data envelopment analysis to calculate an enterprise’s operational efficiency. With Tobit and threshold regressions, the author analyses the effects of the corporate social responsibility (CSR) engagement of both a focal company and its competitors on its operational efficiency. Long-term CSR engagement plays an important role in corporate efficiency. A firm may enhance the effects of its short-term CSR engagement and decrease those of its competitor’s long-term CSR engagement on efficiency by increasing its own long-term CSR engagement. When a competitor’s long-term CSR engagement is high, its short-term CSR engagement will decrease corporate efficiency. However, when the competitor’s long-term CSR engagement is low, the firm’s long-term CSR engagement will improve its efficiency.

Keywords: Corporate social responsibility; Efficiency; Slacks-based measure-data envelopment analysis (SBM-DEA); Competitor (search for similar items in EconPapers)
Date: 2016
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Citations: View citations in EconPapers (6)

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DOI: 10.1007/s11135-015-0276-z

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