Corporate life cycle, organizational financial resources and corporate social responsibility

2017 ◽  
Vol 13 (1) ◽  
pp. 20-36 ◽  
Author(s):  
Mostafa Monzur Hasan ◽  
Ahsan Habib
Keyword(s):  
Corporate Social Responsibility ◽  
Life Cycle ◽  
Social Responsibility ◽  
Financial Resources ◽  
Corporate Life Cycle ◽  
Corporate Social

scholarly journals Corporate Social Responsibility, Corporate Life Cycle, and Dividend Policy

2020 ◽  
Vol 27 (2) ◽  
pp. 101
Author(s):  
Eman Abdel-Wanis
Keyword(s):  
Corporate Social Responsibility ◽  
Life Cycle ◽  
Social Responsibility ◽  
Growth Stage ◽  
Dividend Policy ◽  
Business Environment ◽  
Life Cycles ◽  
Corporate Life Cycle ◽  
Corporate Social ◽  
The Impact

The aim of this paper is to investigate the impact of corporate social responsibility(CSR) on dividend policy through corporate life cycle (CLC) as a mediator using pathanalysis for 308 firms-observation for 80 non-financial firms during the period from 2014to 2017 using smart PLS (partial least square). This paper explores the impact of the socialresponsibility on the dividends policy and explores the role of each life cycle in this effecton dividends. The results show that firms in their growth stage are positively associatedwith CSR, while firms in stage of decline are less likely to invest in CSR. High CSR firmsmay use dividend policy to reduce the agency problems related to overinvestment in CSR.Results refer to corporate life cycle isn't influenced by dividends. The results show thatcorporate life cycles play an important role in enhance the relationship CSR and dividendpolicy especially in the growth stage in in the Egyptian business environment

scholarly journals Effects of Corporate Life Cycle on Corporate Social Responsibility: Evidence from Korea

2018 ◽  
Vol 10 (10) ◽  
pp. 3794 ◽  
Author(s):  
Woo Lee ◽  
Seung Choi
Keyword(s):  
Corporate Social Responsibility ◽  
Life Cycle ◽  
Social Responsibility ◽  
Growth Stage ◽  
Life Cycle Stage ◽  
Strategic Decisions ◽  
Csr Strategies ◽  
Corporate Life Cycle ◽  
Resource Hypothesis ◽  
Corporate Social

Few studies examine how firms make strategic decisions over time. In this study, we test whether a firm undertakes corporate social responsibility (CSR) activities as a function of its life-cycle stage. Drawing on prior CSR research that finds ethical concerns and opportunistic behavior to be two key motivations that underpin CSR activities, we hypothesize that firms in their growth stage are positively associated with CSR, while firms in stage of decline are less likely to invest in CSR. The empirical findings of our study—derived by leveraging a sample of South Korean listed firms—are consistent with these predictions. We further find that in the growth stage, group-affiliated firms are more engaged in CSR than are unaffiliated firms. Given that affiliated firms can share the resources of other group-member firms, this evidence supports the slack resource hypothesis. Overall, our results indicate that firms have different CSR strategies, depending on their life-cycle stage.

Corporate social responsibility performance, financial distress and firm life cycle: evidence from Australia

2017 ◽  
Vol 59 (2) ◽  
pp. 961-989 ◽  
Author(s):  
Ahmed Al‐Hadi ◽  
Bikram Chatterjee ◽  
Ali Yaftian ◽  
Grantley Taylor ◽  
Mostafa Monzur Hasan
Keyword(s):  
Corporate Social Responsibility ◽  
Life Cycle ◽  
Social Responsibility ◽  
Financial Distress ◽  
Firm Life Cycle ◽  
Corporate Social

scholarly journals Stakeholder Salience And Corporate Social Responsibility: Evidence From Three Companies

2011 ◽  
Vol 21 (3) ◽  
Author(s):  
John D. Neill ◽  
O. Scott Stovall
Keyword(s):  
Corporate Social Responsibility ◽  
Life Cycle ◽  
Social Responsibility ◽  
Ice Cream ◽  
Stakeholder Salience ◽  
Font Size ◽  
Stakeholder Groups ◽  
Stakeholder Salience Theory ◽  
Corporate Social ◽  
Over Time

<p class="MsoBlockText" style="margin: 0in 0.6in 0pt 0.5in;"><span style="font-style: normal; font-size: 10pt; mso-bidi-font-style: italic;"><span style="font-family: Times New Roman;">In this paper, we examine the corporate social responsibility (CSR) efforts of three socially conscious companies over time by employing Mitchell et al.&rsquo;s (1997) stakeholder salience theory.<span style="mso-spacerun: yes;">&nbsp; </span>Mitchell et al. maintain that the extent to which managers pay attention to the interests of various stakeholder groups is based on the power, legitimacy, and urgency of the claims of each group.<span style="mso-spacerun: yes;">&nbsp; </span>Using these attributes of power, legitimacy, and urgency, we analyze how the CSR activities of Ben and Jerry&rsquo;s Ice Cream, Malden Mills, Inc., and Nova Chemicals Company have changed over time.<span style="mso-spacerun: yes;">&nbsp; </span>Our investigation revealed that attributes of stakeholder salience shift over a firm&rsquo;s life cycle, and therefore levels of CSR activities change as well.<span style="mso-spacerun: yes;">&nbsp; </span>For these firms, we found that power is the primary attribute of stakeholder salience driving CSR.<span style="mso-spacerun: yes;">&nbsp; </span>That is, in order for a firm to engage in purposeful CSR activities, the stakeholder(s) pursuing a CSR agenda must possess the power to impose such an agenda on management.<span style="mso-spacerun: yes;">&nbsp; </span>Based on the results of our analysis, we conclude that without power, legitimacy and urgency may not provide sufficient stakeholder salience to promote CSR activities.<span style="mso-spacerun: yes;">&nbsp; </span></span></span></p>

scholarly journals The Life Cycle of Corporate Social Responsibility in Agri-Food: Value Creation Models

2020 ◽  
Vol 12 (4) ◽  
pp. 1287 ◽  
Author(s):  
Concetta Nazzaro ◽  
Marcello Stanco ◽  
Giuseppe Marotta
Keyword(s):  
Corporate Social Responsibility ◽  
Life Cycle ◽  
Social Responsibility ◽  
Case Studies ◽  
Value Creation ◽  
Business Processes ◽  
Policy Makers ◽  
Food Industries ◽  
A Value ◽  
Corporate Social

This paper contributes to the theoretical debate in agri-food economics focusing on corporate social responsibility. Specifically, it aims to define an interpretative model of the processes of social responsibility and value creation in the food industry. An empirical investigation was conducted using an analysis of case studies—representative of sustainable innovation and social responsibility models—as well as in-depth interviews and focus groups with managers of food industries and the sector’s experts. The paper focuses on a topic that has yet to be analysed in agri-food economics literature: corporate social responsibility as a value-creating strategy. Further, it proposes a life cycle model of social responsibility in business processes. The study findings reveal that corporate social responsibility actions may affect the agri-food process and/or the product. Specifically, the investigated case studies reveal that the production sector in which a company operates strongly influences its orientation towards one or more corporate social responsibility dimensions. This study’s results contribute to the debate on the topic and provide useful insights for practitioners and policy-makers.

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