Strategic CSR practices, strategic orientation and business value creation among multinational subsidiaries in Ghana

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alex Anlesinya ◽  
James B. Abugre
Keyword(s):  
Value Creation ◽  
Business Value ◽  
Strategic Orientation ◽  
Hierarchical Regression ◽  
Host Countries ◽  
Dual Roles ◽  
Content Type ◽  
Economic Process ◽  
Strategic Csr ◽  
Corporate Social

Purpose This study aims to examine the direct influence of strategic corporate social responsibility (CSR) practices on business value creation while accounting for the moderating and mediating roles of strategic orientation. Design/methodology/approach It used data from 118 CSR-intensive multinational subsidiaries operating in five major different industries in Ghana and applied hierarchical regression and bootstrapping via Hayes’ PROCESS Macro for the analyses. Findings The results showed that strategic CSR practices comprising of strategic CSR planning, strategic CSR implementation and strategic CSR positioning contribute positively and significantly to business value creation of multinational subsidiaries. Moreover, it found that strategic orientation has directly predicted business value creation significantly and further mediated the nexus between business value creation and the three strategic CSR practices. However, it did not moderate the influence of strategic CSR practices on business value creation. Originality/value The study validates and adds to the knowledge on strategic CSR and business value creation theory by demonstrating that strategic CSR practices of multinational corporation (MNCs) are parallel to their subsidiaries’ commitment to shared growth in host countries. Similarly, it provides a better understanding of the dual roles of MNCs’ strategic orientation on strategic CSR practices and business value creation, thereby offering valuable information about the underlying economic process and context that can affect the strategic business value of firms’ strategic CSR practices.

Firm CSR implementation and societal moral degradation

2018 ◽  
Vol 12 (3) ◽  
pp. 608-619 ◽  
Author(s):  
Zhiqiang Li ◽  
Qinqin Zheng
Keyword(s):  
Design Methodology ◽  
Transition Economy ◽  
Choice Theory ◽  
Great Influence ◽  
Hierarchical Regression ◽  
Business Sector ◽  
Content Type ◽  
Strategic Csr ◽  
Corporate Social ◽  
Practical Implications

PurposeThis paper aims to examine how firms respond to societal moral degradation in a transition economy from the corporate social responsibility (CSR) perspective.Design/methodology/approachBased on a survey of 302 firms operating in China and using hierarchical regression, this study explores the effect of societal moral degradation on firm CSR implementation.FindingsThe study finds that the amount of CSR performed by firms in a transition market will reduce when they face increased moral degradation in the business field. The authors also find that CSR philanthropy is more significantly deterred by societal moral degradation than CSR sustainability.Practical implicationsThese findings reveal that firms conducting CSR initiatives need to strategically consider the great influence of environment. Meanwhile, strategic CSR decisions should be fully aware of the different characters of different CSR forms.Originality/valueThis paper draws on the strategic choice theory and contributes to understanding of the influence of specific environmental factors in transition economies on CSR implementation. Based on two main categories of CSR, this study develops a framework that explores how firms choose different CSR forms when they encounter severe moral degradation in business sector.

Employee response to CSR in China: the moderating effect of collectivism

2019 ◽  
Vol 48 (3) ◽  
pp. 839-863 ◽  
Author(s):  
Lifang Zhao ◽  
Jiman Lee ◽  
Sungok Moon
Keyword(s):  
Organizational Identification ◽  
Moderating Effect ◽  
Three Dimensions ◽  
Hierarchical Regression ◽  
Content Type ◽  
Multiple Dimensions ◽  
Workplace Attitudes ◽  
Strategic Csr ◽  
Corporate Social ◽  
The Relationship

Purpose The purpose of this paper is to examine the relationship between employees’ corporate social responsibility (CSR) perception and their organizational identification in a Chinese context. The moderating effect of employees’ collectivist orientation on the relationship between CSR perception and organizational identification is also examined. Design/methodology/approach Data were collected from 308 employees of 7 firms in Zhejiang Province, located in southeast China. Hierarchical regression analyses were utilized to test the hypotheses. Findings The results indicate that all three dimensions of CSR perception in this study, specifically, economic, philanthropic and strategic CSR perception, are strongly and positively related to the organizational identification of employees. Employees’ collectivist orientation positively influences the relationship between strategic CSR perception and organizational identification. In contrast, collectivist orientation negatively influences the relationship between economic CSR perception and organizational identification. However, no moderating effect of collectivism on the relationship between philanthropic CSR perception and organizational identification was found. Research limitations/implications The findings highlight the positive relationship between employees’ CSR perception and their workplace attitudes, shedding particular light on how employees’ personal values influence their responses to CSR in Chinese organizations. Originality/value This study extends the current understanding on the relationship between CSR and organizational identification. Particularly, the authors include multiple dimensions of CSR (economic, philanthropic and strategic CSR) in the research model, demonstrating that the link between CSR perception and organizational identification is influenced by employees’ collectivist orientation.

Integrating strategic CSR and open innovation. Towards a conceptual framework

2018 ◽  
Vol 14 (4) ◽  
pp. 950-966 ◽  
Author(s):  
Maria Teresa Roszkowska-Menkes
Keyword(s):  
Value Creation ◽  
Open Innovation ◽  
Social Innovation ◽  
Shared Value ◽  
Open Approach ◽  
Content Type ◽  
Strategic Csr ◽  
Corporate Social Innovation ◽  
Corporate Social ◽  
Inside Out

Purpose This conceptual paper aims to investigate the link between open innovation (OI) processes (outside-in, inside-out and coupled) and strategic corporate social responsibility (CSR) focusing on shared value creation. In doing so, it aims at progressing the theory of OI and CSR. Design/methodology/approach The paper is of theoretical character. It adopts the contribution proposed by CSR (strategic CSR and corporate social innovation) and OI literature and is organized around two research questions: What is the link between strategic CSR and OI processes (outside-in, inside-out and coupled)? How do companies can capture value from their open corporate social innovation processes? Stakeholder theory has been chosen as a theoretical framework for the study. Findings The paper identifies four themes describing the relationship between strategic CSR and OI: employee engagement, external stakeholder engagement, CSR-driven selective revealing and open approach to corporate social innovation. The analysis of the themes led to the formulation of four propositions serving as building blocks for a conceptual model of open shared value creation process. The model explains bidirectional relationship between strategic CSR and OI processes and presents the mechanisms, in which firm by implementing OI practices to its CSR strategy captures the proportion of value from a value created for its stakeholders. Originality/value This is one of the first, if not the first, papers discussing the link between CSR and three OI processes.

scholarly journals Social Media use and value creation in the digital landscape: a dynamic-capabilities perspective

2020 ◽  
Vol 31 (3) ◽  
pp. 313-343
Author(s):  
Aurora Garrido-Moreno ◽  
Víctor García-Morales ◽  
Stephen King ◽  
Nigel Lockett
Keyword(s):  
Social Media ◽  
Value Creation ◽  
Dynamic Capabilities ◽  
Media Use ◽  
Business Value ◽  
Customer Engagement ◽  
Social Media Use ◽  
Content Type ◽  
Social Media Tools ◽  
Dynamic Capabilities Perspective

PurposeAlthough Social Media use has become all-pervasive, previous research has failed to explain how to use Social Media tools strategically to create business value in today's increasingly digital landscapes. Adopting a dynamic capabilities perspective, this paper empirically examines the specific process through which Social Media use translates into better performance and the capabilities involved in this process.Design/methodology/approachA research model is proposed that includes both antecedents and consequences of Social Media use. Existing research was examined to derive the research hypotheses, which were tested using SEM methodology on a sample of 212 hotels.FindingsThe results show that Social Media use does not exert significant direct impact on organizational performance. Rather, the findings confirm the mediating role played by Social CRM and Customer Engagement capabilities in the value creation process.Practical implicationsThe results demonstrate how Social Media tools should be implemented and managed to generate business value in hotels. Implications yield interesting insights for hotel managersOriginality/valueThis study is a first attempt to analyze empirically the real impact of digital media technologies, particularly Social Media use, drawing on the dynamic capabilities perspective and focusing on service firms (hotels). Including the variable “Organizational Readiness” as a basic prerequisite to benefit from Social Media use enhances the study's novelty and contribution.

Implementing CSR activities through management control systems

2019 ◽  
Vol 32 (2) ◽  
pp. 531-555 ◽  
Author(s):  
Lamia Laguir ◽  
Issam Laguir ◽  
Emmanuel Tchemeni
Keyword(s):  
Control Systems ◽  
Management Control ◽  
Management Control Systems ◽  
Structured Interviews ◽  
Content Type ◽  
Global Standards ◽  
Strategic Csr ◽  
Multiple Case ◽  
Corporate Social ◽  
Cross Case Analysis

Purpose The purpose of this paper is to take into account Simons’ (1994) formal levers of control framework and more informal processes to examine how organizations implement and manage corporate social responsibility (CSR) activities through management control systems (MCSs). Design/methodology/approach A multiple-case study was conducted in ten large French organizations. Qualitative data were collected during in-depth semi-structured interviews with the managers who were best informed on CSR practices and MCSs. The authors then performed within-case and cross-case analysis. Findings The study shows that organizations use different MCSs to manage CSR activities directed toward their salient stakeholders – that is, employees, customers, suppliers and community. Specifically, the authors found that social MCSs are used to communicate CSR values, manage risk, evaluate CSR activities, and identify opportunities and threats. In addition, the use of MCSs to implement CSR activities is mainly driven by the need to satisfy salient stakeholder demands, manage legitimacy and reputation issues, and meet top management expectations and enhance their commitment. Last, the use of social MCSs is hindered by a lack of clear strategic CSR objectives and action plans, a lack of global standards and measurement processes for CSR, and a lack of time and financial resources. Originality/value The study addresses recent calls in the literature for research into the ways formal and informal control systems are used to implement CSR activities and provides insight that may stimulate further research.

Strategic orientations and performance of young ventures

2019 ◽  
Vol 58 (4) ◽  
pp. 666-686 ◽  
Author(s):  
Krishna Chandra Balodi
Keyword(s):  
Dynamic Capabilities ◽  
Business Environment ◽  
Strategic Orientation ◽  
Hierarchical Regression ◽  
Research Approach ◽  
Content Type ◽  
Technological Turbulence ◽  
Strategic Orientations ◽  
And Performance ◽  
The Uk

Purpose Considering that entrepreneurial orientation (EO) and market orientation (MO) are antecedents of firm performance, and that technological turbulence (TT) and competitive intensity (CI) are present in different degrees in the business environment, the purpose of this paper is to address the following question in the context of young ventures: What is the contingent effect of TT and CI on MO–performance and EO–performance relationships? Design/methodology/approach This paper follows a deductive research approach. First, the literature on strategic orientation, opportunities, and dynamic capabilities (DCs) view are reviewed to formulate hypotheses. Then moderated hierarchical regression analysis is used on data collected from entrepreneurs/top managers of a multi-country (India and the UK) sample of young ventures. Findings The results of this study provide empirical evidence to the argument that both EO and MO, when looked from the universal approach, positively affect young ventures’ performance. The results show that young venture should consider environmental contingencies while choosing a strategic orientation. For resource-starved young ventures, EO is beneficial when the environment is intensely competitive, and MO is advantageous when the environment is technologically turbulent. Originality/value This study relies on the literature on opportunities and DCs view to arrive at hypotheses specific to young ventures. The paper empirically tests the assertions, finds support for the majority of them and reports unbiased estimates of the coefficients. It also clarifies the contrary observation made by some researchers in their study of orientation–performance relationship.

The business value of cloud computing: the partnering agility perspective

2016 ◽  
Vol 116 (6) ◽  
pp. 1160-1177 ◽  
Author(s):  
Sen Liu ◽  
Yang Yang ◽  
Wen Guang Qu ◽  
Yuan Liu
Keyword(s):  
Cloud Computing ◽  
Value Creation ◽  
Business Value ◽  
Cloud Infrastructure ◽  
Content Type ◽  
Computing Services ◽  
External Context ◽  
Market Turbulence ◽  
New Perspective ◽  
The Cost

Purpose – The purpose of this paper is to focus on the value creation potential of cloud computing in inter-firm partnerships. It examines how cloud-based IT infrastructure capabilities in flexibility and integration contribute to partnering agility and, consequently, firm performance. This study also introduces business lifecycle and market turbulence as internal and external context variables, respectively, to investigate the different roles of cloud computing in value creation. Design/methodology/approach – A questionnaire was used to collect data from 184 client firms of the largest cloud computing services provider in China (Alibaba Cloud). The theoretical model was tested using PLS analysis. Findings – Cloud infrastructure (CI) flexibility has a positive effect on partnering agility, while the effect of CI integration on partnering agility is moderated by business lifecycle and market turbulence. Research limitations/implications – The surveyed firms are all Alibaba Cloud clients, which may limit the generalization of the findings. Practical implications – The study suggests that besides the cost benefits, the value creation aspect of cloud computing should also be emphasized in research and practice. The study provides a new perspective to understand the business value of cloud computing in inter-firm partnerships. Originality/value – The study suggests that the flexibility-related and integration-related features of cloud computing can create value for firms by facilitating inter-firm collaboration in exploiting business opportunities.

From strategic corporate social responsibility to value creation: an analysis of corporate website communication in the banking sector

2020 ◽  
Vol 38 (7) ◽  
pp. 1529-1552 ◽  
Author(s):  
Maria Palazzo ◽  
Agostino Vollero ◽  
Alfonso Siano
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Value Creation ◽  
Banking Sector ◽  
Three Dimensions ◽  
Insurance Companies ◽  
Content Type ◽  
Corporate Websites ◽  
Business Goals ◽  
Corporate Social

PurposeIncreased public scrutiny and stakeholder pressure have given more importance to strategic corporate social responsibility (SCSR) and its three dimensions – orientation, process and value creation. At the same time, they provide banks the inspiration needed to pursue business goals, attain positive performances and communicate their social responsibility efforts. This paper analyses whether and how companies in the banking sector use corporate websites to communicate SCSR dimensions.Design/methodology/approachA content analysis was performed based on the corporate websites of leading banks included in the Dow Jones Sustainability World Index and the Hang Seng Corporate Sustainability Index to assess the prominence of SCSR communication.FindingsThe study shows that banks give less prominence to SCSR on corporate websites differently from companies belonging to other sectors, as they are less likely to expose their orientation to SCSR and pay slightly less attention to value creation than other companies.Practical implicationsThe paper provides theoretical insights into SCSR dimensions and how they are communicated on corporate websites. From a practical standpoint, the study provides guidance for managers in the banking sector aimed at improving their communication efforts, avoiding decoupling issues and adopting a consistent value creation perspective.Originality/valueFew studies have used a value creation perspective to differentiate between the dimensions of a SCSR approach. The paper fills this gap by assessing the communication efforts adopted by banks and insurance companies in this area.

Cooking a socially responsible image for the urban consumers: does it work with the cooking oil brands?

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anulekha Banerjee ◽  
Rajib Dasgupta
Keyword(s):  
Purchase Intention ◽  
Socially Responsible ◽  
Content Type ◽  
Rank Analysis ◽  
Cooking Oil ◽  
Brand Association ◽  
Strategic Csr ◽  
The Mind ◽  
Corporate Social ◽  
The Impact

Purpose The consumer-based study was conducted among the population of Kolkata metropolis to assess the impact of corporate social responsibility (CSR) practices on the purchase intention of selected cooking oil brands. Design/methodology/approach Data were collected from a questionnaire based survey on 322 respondents residing in Kolkata metropolis. Reliability of the scales was ascertained by Cronbach’s alpha values. Kendall's W test was used for rank analysis. Pearson’s correlation was examined to correlate the cognitive criteria. Factor analysis was used to sort out influential cognitive criteria which were compared between genders by the Kruskal–Wallis H test. The involvement of CSR components in enhancing the brand equity was analysed by multiple linear regression. Findings The brands vouching for the cause of health and nutritional value of the society attained significant loyalty and generate considerable brand association. The regression model predicts a socially accepted cooking oil brand to be one which addresses health, transparency and ethics in unison. Research limitations/implications The study was restricted within the resident population of Kolkata metropolis which ratifies the CSR perception of a confined mass. Practical implications The study delineates the plausible avenue of CSR investments to touch the cognitive centre of the consumers’ mind. Social implications The consumers expect to embrace a healthy yet reasonably priced cooking oil brand which imparts a notion to address multiple social causes. Originality/value The study identifies the strategic CSR attributes which might influence the mind of the consumers while they select cooking oil brands for household use.

Critical perspectives on strategic CSR: what is sustainable value co-creation orientation?

2015 ◽  
Vol 11 (1) ◽  
pp. 92-109 ◽  
Author(s):  
Frederick Ahen ◽  
Peter Zettinig
Keyword(s):  
Corporate Responsibility ◽  
Corporate Strategy ◽  
Research Approach ◽  
Strategic Decisions ◽  
Content Type ◽  
International Firms ◽  
Sustainable Value ◽  
Institutional Expectations ◽  
Strategic Csr ◽  
Corporate Social

Purpose – This purpose of this paper is to integrate corporate responsibility (CR) doctrine into corporate strategy by problematizing existing notions of traditional corporate social responsibility. We provide a theoretical and empirical basis for the proposition that the bridge between CR and corporate irresponsibility is the embeddedness of strategic decisions in ethically oriented corporate practices toward sustainable value co-creation. Design/methodology/approach – Analysis was performed by meta-theoretical and economic philosophical approaches. The contemporary trends which have led to the institutionalization of sustainability questions, are explained. Special attention is paid to the historical, cultural and the international institutional context within which organizational culture becomes saturated with deviance. Findings – The main thrust is that competitive advantage, legitimacy for survival and success of the international firm in the 21st century hinges on innovative value co-creation that meets sustainability pressures and institutional expectations. Research limitations/implications – The research approach opens itself to debate. No generalizability claims are made but the propositions and conceptual framework seek to direct the CR discourse to engage seriously with cooperative investments for sustainable value creation. Originality/value – This paper contributes to the debate on CR, global sustainability and the role of international firms in society. It offers clarity in the confusion and fills a theoretical gap through a novel conceptualization of strategic corporate responsibility. Here, consumer, environmental and institutional orientation rather than producer orientation form the basis of analysis on value co-creation.

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