Promoting a strategic business focus to balance competitive advantage and corporate social responsibility – missing elements

2017 ◽  
Vol 13 (1) ◽  
pp. 78-94 ◽  
Author(s):  
Alan J. Fish ◽  
Jack Wood
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Competitive Advantage ◽  
Management Practices ◽  
Leadership Teams ◽  
Strategic Human Resource Management ◽  
Shared Value ◽  
Content Type ◽  
Business Outcomes ◽  
Corporate Social

Purpose This paper aims to highlight dysfunctional multi-stakeholder relations and negative business outcomes, evidenced in lose/lose results, exacerbated by failure to acknowledge strategic business focus as a means to redress problematic business thinking and practice amongst key leadership teams associated with achieving balance between competitive advantage and corporate social responsibility. Design/methodology/approach The reframed strategic business focus has been developed using Eastern philosophy and Western organization theory and refers to four case examples of dysfunctional business thinking and practice. Findings Strategic business focus results from an interdependent and complementary positive mediating relationship between competitive advantage and corporate social responsibility, which is moderated by organization culture (organization core values, including shared value) and strategic human resource management (talent and mindset). Research limitations/implications Strategic business focus as proposed has not been empirically tested but seeks to address a conceptualization that competing business and stakeholder agendas are interdependent and complementary. Practical implications Strategic business focus seeks to redress traditional win/lose and lose/lose business outcomes, by supporting win/win results, represented by shared value amongst multi-stakeholders. Social implications Strategic business focus seeks to provide a means whereby corporate social responsibility, particularly the social contract, plays a key role in the decisions and practices of key leadership teams and the behaviour of corporate staff in host environments when seeking competitive advantage. Originality/value Eastern thinking and behaviour are usually undervalued in the western business literature, particularly in western business practice. Joint attention, however, may improve competitive advantage and corporate social responsibility agendas in support of diverse management practices, including shared value.

From corporate social responsibility activities to financial performance: role of innovation and competitive advantage

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mahnoor Zahid ◽  
Hina Naeem ◽  
Iqra Aftab ◽  
Sajawal Ali Mughal
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Financial Performance ◽  
Competitive Advantage ◽  
Manufacturing Firms ◽  
Equation Modeling ◽  
Content Type ◽  
Corporate Social ◽  
The Relationship

Purpose The purpose of this study is to scrutinize the effect of corporate social responsibility activities (CSRA) of the firm on its financial performance (FP) and analyze the mediating role of innovation and competitive advantage (CA) in the relationship between CSRA and FP in the manufacturing sector of an emerging country, i.e. Pakistan. Design/methodology/approach Data has been collected through an electronic structured questionnaire from 300 middle-level and top-level managers by surveying different manufacturing firms of Gujranwala, Pakistan. The study’s hypotheses have been checked by analyzing the reliability and validity of data and applying confirmatory factor analysis and structural equation modeling through statistical package for the social sciences and analysis of moment structures. Findings Outcomes of this study supported the hypothesized model. It has been found that the CSRA plays a significant positive role in determining the FP of the firm. Furthermore, the CA and innovation have been proved as significant mediators between CSRA and FP. Originality/value The first time examining the intermediation of innovation and CA in the relationship between CSRA and FP is the primary input of this study to the literature. Practically, this study’s findings will help strategy makers of manufacturing firms in emerging countries develop better strategies for implementing CSRA, enhancing innovation, seeking CA and improving FP.

Motivators to Adopt Green Supply Chain Initiatives

2019 ◽  
pp. 1366-1379
Author(s):  
Amarpreet S. Kohli ◽  
Ellen Hawkins
Keyword(s):  
Corporate Social Responsibility ◽  
Supply Chain ◽  
Social Responsibility ◽  
Competitive Advantage ◽  
Government Regulation ◽  
Management Practices ◽  
Green Supply Chain ◽  
Significant Variable ◽  
Chain Management ◽  
Corporate Social

There are several factors that drive organizations to consider implementing green supply chain (GSC) initiatives. This paper refines an instrument to empirically test the significance of the following drivers for participation in GSC initiatives: Government Regulation, Buyer/Supply Chain Influence, Internal Readiness, Competitive Advantage, and Corporate Social Responsibility. Corporate Social Responsibility emerged as the most significant variable that effected the decision making of the organizations around green supply chain management practices. Surprisingly, Competitive Advantage, which has been found to be a significant contributor in prior research when studied in isolation, did not emerge as a significant factor in this study. The emergent high correlation between the Corporate Social Responsibility and Competitive Advantage could imply that the Competitive Advantage could be embedded within the Corporate Social Responsibility when agencies focus on greening their supply chains.

Exploring new worlds with corporate social responsibility

2015 ◽  
Vol 31 (11) ◽  
pp. 30-32
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Competitive Advantage ◽  
Knowledge Creation ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Pertinent Information ◽  
Corporate Social ◽  
Practical Implications

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Considers ways in which corporate social responsibility can affect a firm’s value and therefore contribute to creating competitive advantage. More specifically, it includes an examination of the way an organization’s international presence can help with both reputation and knowledge creation. The researchers examined numerous Spanish companies who reflect these issues, including FC Barcelona. The story behind the soccer club’s acquisition of its biggest asset, Lionel Messi, is intriguing. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Corporate social responsibility in tourism as a tool for sustainable development

2019 ◽  
Vol 31 (6) ◽  
pp. 2358-2375 ◽  
Author(s):  
Burcin Hatipoglu ◽  
Bengi Ertuna ◽  
Duygu Salman
Keyword(s):  
Sustainable Development ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Impact Assessment ◽  
Sustainable Tourism ◽  
Outcome Evaluation ◽  
Shared Value ◽  
Content Type ◽  
Intermediate Outcomes ◽  
Corporate Social

PurposeThis study aims to analyze corporate social responsibility (CSR) programs in tourism as a tool for sustainable development in the CSR program of a multinational enterprise in Turkey.Design/methodology/approachThis study includes qualitative research on a single company, content analysis of company-originated documents, participant observations, questionnaires for tourism project coordinators and follow-up interviews with company directors and project managers.FindingsThe paper identifies immediate context variables, program management, the complementary nature of interests and the diverse capabilities of the partners and an ongoing evaluation process as the determining factors for creating shared value for CSR programs in tourism.Research limitations/implicationsDespite the challenges of impact assessment and measurement of long-term effects, the study proposes a systematic framework for evaluating shared value creation generated by CSR activity.Practical implicationsThe evaluation methodology introduced in this research will be of use to CSR program developers in interpreting and reporting on the anticipated outcomes and impacts of their interventions in sustainable tourism development.Social implicationsA lack of outcome evaluation and impact assessment may affect accountability and, hence, the legitimacy of CSR programs. This study attempts to mitigate that limitation by introducing a novel methodology.Originality/valueThe value of CSR in tourism is a highly contested issue, despite its high potential for contributing to sustainable development. This longitudinal research goes beyond presenting immediate outputs of a CSR program in sustainable tourism; it discusses intermediate outcomes in the form of capitals, community well-being and shared value for society at large.

Corporate social responsibility in South Africa: quo vadis?

2015 ◽  
Vol 6 (4) ◽  
pp. 466-478 ◽  
Author(s):  
David Alastair Lindsay Coldwell ◽  
Tasneem Joosub
Keyword(s):  
South Africa ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
South African ◽  
Business Leaders ◽  
Measuring Instruments ◽  
Shared Value ◽  
Content Type ◽  
Corporate Social ◽  
Insight Into

Purpose – Strategies and policies aimed at alleviating poverty in Sub-Saharan African countries usually depend on capitalistically driven economic growth. However, the view that capitalism needs to reinvent itself to survive the crisis of confidence brought about by the recent global financial collapse depends on the extent to which such a shared value oriented, sustainable capitalist reinvention is embraced by emergent business leaders. A sustainable system of capitalism driven by business and community shared value can only take root if the hearts and minds of future business leaders are convinced of their cogency and appropriateness. The paper aims to discuss these issues. Design/methodology/approach – This paper reports the findings of an empirical study utilizing a Likert-type scale designed to measure corporate shared value (CSV) and corporate social responsibility (CSR) among a sample of fourth year accountancy students at a leading South African university. Findings – Preliminary findings suggest that perceptions of this group of emergent leaders generally regard CSR rather than CSV as the “correct” business model for companies to follow. Although the sample is limited to one South African university and is relatively small, it contributes to the literature by offering insight into emergent business leaders’ perceptions and their view of the direction of CSR in South Africa should take. Research limitations/implications – Implications of the paper are that by offering insight into emergent business leaders’ perceptions of South African society and specifically their view of the direction South African CSR should take, the paper suggests prescriptive remedial steps in policy that educational and other learning institutions could take to engender appropriate social values in learners. Originality/value – The study contributes to the literature by offering devised and tested measuring instruments for CSR and CSV in the South African context and gives insight into emergent business leaders’ perceptions and their view of the direction of CSR in South Africa should take.

Corporate social responsibility, country reputation and corporate reputation

2019 ◽  
Vol 27 (2) ◽  
pp. 178-197 ◽  
Author(s):  
Keith James Kelley ◽  
Thomas A. Hemphill ◽  
Yannick Thams
Keyword(s):  
Latin America ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Emerging Markets ◽  
Shared Value ◽  
Content Type ◽  
Country Reputation ◽  
Creating Shared Value ◽  
Corporate Social ◽  
The Relationship

Purpose This paper aims to explore the relationship between corporate social responsibility (CSR) and corporate financial performance (CFP) from a shared value perspective. Adopting reputation as a multilevel form of value that mediates the CSR–CFP relationship, the paper explains how CSR initiatives may enhance both firm and country reputation and how the amount of shared value between the two leads to CFP. Design/methodology/approach The paper first establishes the theoretical foundation for the relationship between CSR and CFP. It then draws connections to a more recent stream of literature surrounding the concept of creating shared value to expand upon this relationship, adopting reputation as a multilevel form of shared value that mediates the CSR–CFP relationship. The paper further discusses moderating influences of this relationship that may vary contextually with emerging economies such as those in Latin America. Findings The paper argues that as markets become further developed, CSR initiatives will create a higher proportion of shared reputational value between a corporation and country. This is the result of from aligning CSR initiatives that benefit a society, with the strategic goals of the firm – the essence of creating of shared value – but is more difficult in emerging markets, especially volatile ones. Originality/value This paper offers insight into a complex relationship between CSR, shared reputational value and CFP by introducing the more recent concept of creating shared value. Several propositions related to this general relationship, and some related to the difference among emerging markets (such as those in Latin America), address the need for more research related to corporate and country reputation, creating shared value and in the emerging market context.

Motivators to Adopt Green Supply Chain Initiatives

2015 ◽  
Vol 8 (4) ◽  
pp. 1-13 ◽  
Author(s):  
Amarpreet S. Kohli ◽  
Ellen Hawkins
Keyword(s):  
Corporate Social Responsibility ◽  
Supply Chain ◽  
Social Responsibility ◽  
Competitive Advantage ◽  
Government Regulation ◽  
Management Practices ◽  
Green Supply Chain Management ◽  
Green Supply Chain ◽  
Significant Variable ◽  
Corporate Social

There are several factors that drive organizations to consider implementing green supply chain (GSC) initiatives. This paper refines an instrument to empirically test the significance of the following drivers for participation in GSC initiatives: Government Regulation, Buyer/Supply Chain Influence, Internal Readiness, Competitive Advantage, and Corporate Social Responsibility. Corporate Social Responsibility emerged as the most significant variable that effected the decision making of the organizations around green supply chain management practices. Surprisingly, Competitive Advantage, which has been found to be a significant contributor in prior research when studied in isolation, did not emerge as a significant factor in this study. The emergent high correlation between the Corporate Social Responsibility and Competitive Advantage could imply that the Competitive Advantage could be embedded within the Corporate Social Responsibility when agencies focus on greening their supply chains.

Corporate social responsibility: a pathway to sustainable competitive advantage?

2019 ◽  
Vol 38 (1) ◽  
pp. 159-174 ◽  
Author(s):  
Syed Shujaat Ali Shah ◽  
Zia Khan
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Competitive Advantage ◽  
Banking Industry ◽  
Sustainable Competitive Advantage ◽  
Continuance Commitment ◽  
Content Type ◽  
Moderation Effect ◽  
Corporate Social

Purpose The purpose of this paper is to investigate the impact of customers’ perceptions of corporate social responsibility (CSR) on affective and continuance commitment. It analyses the moderation effect of relationship age on the CSR-commitment relationships in the banking industry of an emerging economy. Design/methodology/approach Partial least squares based structural equation modeling was used to test the proposed hypotheses in a sample of 360 respondents collected from the retail banking sector of Pakistan. Findings Customers’ CSR perceptions directly and positively influence affective and continuance commitment. The findings also confirm that relationship age is a positive moderator of the CSR-continuance commitment relationship, but does not influence the CSR-affective commitment relationship. Practical implications Marketers should use CSR activities to enhance customers’ commitment. Given the moderating role of relationship age, marketers should devise different strategies for new and long-term customers. The results clearly show that relationship age affects the CSR-continuance commitment relationship. Long-term banking customers will more likely be in a binding relationship when their banks do CSR activities and disseminate those activities to long-term customers. The study explicitly indicates that maintaining long-term customers’ base through CSR activities helps the marketers in achieving sustainable competitive advantage. Originality/value First, it is the pioneering study to empirically investigate the understudied relationship between CSR and continuance commitment. Second, it examines the moderation effect of relationship age on CSR-commitment relationships in the banking industry of an emerging economy.

The key to carving out a high corporate reputation based on innovation: corporate social responsibility

2015 ◽  
Vol 11 (2) ◽  
pp. 221-241 ◽  
Author(s):  
Marina Mattera ◽  
Veronica Baena
Keyword(s):  
Corporate Social Responsibility ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Social Responsibility ◽  
Competitive Advantage ◽  
Stakeholder Theory ◽  
Intangible Assets ◽  
Chain Management ◽  
Content Type ◽  
Corporate Social

Purpose – The purpose of this study is to analyze how corporate social responsibility (CSR) affects a firm’s value added. Specifically, through a combination of Stakeholder Theory and specific concept within the Innovation Theory framework (called Social Innovation Capital), this work explores the relation between effective stakeholder management and how marketable innovation production affects a company’s possibility of achieving a sustainable competitive advantage. By doing so, new insights on CSR management to gain competitive advantage are provided. Design/methodology/approach – The present study analyzes the role of a firm’s international presence, and the company’s social commitment initiatives as drivers of the enterprise’s corporate intangible assets. A company’s reputation has also been considered as a control variable. To achieve this goal, the Spanish market was analyzed. Specifically, those Spanish companies who had the highest reputation in the global reputation pulse and showed the highest level of brand awareness, according to the latest report published by the Forum of Leading Spanish Brands, were considered. Findings – Findings show that companies including their stakeholders’ interests in the knowledge-creation and innovation process are able to enhance their intangible assets and thus the capitalization of such knowledge. Similarly, firms with international presence have a large number of global stakeholders, which also evidences a positive relation with its intangible assets. By honoring the social contract, firms benefit from stakeholders while contributing to social welfare, creating a win–win situation. Originality/value – This study categorizes how intangible assets can be increased through stakeholder’s involvement and firm’s international presence. Consequently, researchers studying business strategy can incorporate these variables as key elements in strategic planning. Scholars in fields of information systems, operations management, knowledge or supply chain management can also evaluate the inclusion of corporate social responsibility into their studies to evaluate how it reflects on tangible assets, production process, supply chain management or the knowledge production life cycle. Moreover, this work illustrates the convenience of using Innovation Theory in conjunction with the Stakeholder Theory to analyze a firm’s intangible assets enhancement.

The important role of corporate social responsibility capabilities in improving sustainable competitive advantage

2016 ◽  
Vol 12 (4) ◽  
pp. 642-653 ◽  
Author(s):  
Eun-Mi Lee ◽  
Hyun Jung Lee ◽  
Jae-Hyeon Pae ◽  
Seong-Yeon Park
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Competitive Advantage ◽  
Customer Orientation ◽  
Price Premium ◽  
Social Responsiveness ◽  
Sustainable Competitive Advantage ◽  
Content Type ◽  
Corporate Social

Purpose This study examines the effect of corporate social responsibility (CSR) capabilities on corporate association and, consequently, customer orientation and price premium, which are key to competitive advantage. Design/methodology/approach This study adapts survey instrument targeting employees of a Korean firm. A total of 168 usable questionnaires were collected from seven Korean firms that were conducting CSR and public relations (PR) activities. Findings CSR and PR capability induce positive CSR and corporate ability (CA) associations, which improve customer orientation and increase price premium. The results of our empirical study indicate that a company should consider both CSR and PR capabilities to enhance its employees’ positive attitude to its CSR activities and CA association. Research limitations/implications This study has undertaken a holistic examination of important role of CSR and PR capability and their outcomes, namely customer orientation and price premium. Originality/value Understanding of CSR capabilities in terms of competitive advantage is imperative to the establishment of strategic CSR initiatives. This study attempts to answer whether corporate capabilities for social responsiveness improve a company’s competitive advantage.

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