How can suppliers increase their buyers’ CSR engagement: the role of internal and relational factors

PurposeBuyer engagement proves important supports for suppliers' corporate social responsibility (CSR); however, little is known about whether and how buyer CSR engagement can be actively searched for by a supplier and what activities and policies of suppliers could enhance buyer CSR engagement. From the perspective of resource dependence theory, this study aims to explore how suppliers seek to achieve buyers' CSR engagement.Design/methodology/approachThe proposed model and hypotheses were tested by structural equation modeling methodology using survey data collected from 243 manufacturing and service firms in China.FindingsThe results show that instrumental CSR motives and internalization of CSR policies jointly improve buyers' dependence, which in turn increases buyers' CSR engagement. In addition, this study investigates the influence of suppliers' trust on the effect of buyers' dependence on buyers' CSR engagement and finds a negative moderating effect on the dependence–engagement relation.Practical implicationsThe findings show that suppliers can actively engage in CSR to strengthen their position and improve the buyer CSR engagement. In fact, proactive CSR policies and implementation do pay off in the long run for them.Originality/valueThis study offers a fresh perspective on the role of suppliers in improving CSR. In contrast to much of the literature that has considered buyer-initiated practices and policies, this is the first theoretical and empirical investigation into how suppliers can increase the buyer CSR engagement.

Corporate social responsibility and performances of firms operating in the tourism and hospitality industry

PurposeThe purpose of the study is to assess whether a relationship exists between corporate social responsibility (CSR) engagement and tour operators' performances.Design/methodology/approachA web survey was submitted to tour operators worldwide. A large sample of tour operators from different countries and continents participated in the survey. Principal component analysis was performed and a regression model was developed to analyze the relationship among variables.FindingsEmpirical evidence indicates that tour operators with high CSR engagement experienced a significantly higher short-term growth of profits and sales volume. Results also show that applying CSR principles, facilitating CSR values and fostering local economic linkages have a positive and significant influence on tour operators' performances.Practical implicationsTour operators should cultivate a sustainable corporate culture requiring a commitment to sustainability of the company and its suppliers. The findings contradict with the tendency of “enclavisation” of package tourists within self-sufficient tourism complexes and suggest that locals are part of the tourism place-product.Originality/valueThis research reviews the literature on the relationship between CSR and firms' performances in tourism and hospitality. The relevance of this study is its focus on tour operators, a context with a fundamental importance for the sustainability of the tourism industry worldwide. Tour operators are the players that mostly reflect the variety of sectors within the tourism industry, combining travel services such as accommodation, food, transports, entertainment and excursions. This is the first time that a study on the relationship between CSR and firms' performances has been developed on tour operators worldwide. The paper is based on the data collected through a survey on 201 companies from 42 countries from all continents.

Contextualizing Motivating Language to Corporate Social Responsibility (CSR): How Leader Motivating Language Affects Employees’ CSR Engagement and Employee–Organization Relationships

Drawing on motivating language theory (MLT), this paper aims to demonstrate the effects of strategic leader speech in the context of internal corporate social responsibility (CSR) communication. Specifically, the study (1) examines how leader motivating language strategies used in CSR communication influence employees’ CSR engagement and employee–organization relationships (EORs) and (2) identifies the mediator explaining the underlying psychological mechanism of the effects. Structural equation modeling was performed on a sample of 406 participants who are full-time and part-time employees in the U.S. The results showed that leader motivating language was positively associated with employees’ CSR engagement and EOR quality. Such relationships were significantly mediated by person–organization (PO) fit. This study advances CSR research and practice by explicating the impact of leaders’ oral communication in constructing employees’ CSR experiences and relationships with the employer.

The strategic intersection of HR and CSR: CSR motive and millennial joining intention

The success and competitiveness of an organization recruiting the emerging workforce i.e., millennials can be ascribed in part to the organization's corporate social responsibility (CSR) engagement. This study explores the impact of organizational CSR on Nigerian millennials' joining intention through CSR motive perceptions: CSR-based organizational attractiveness (CSR-based OA) and perceived altruism (PA). To examine the empirical relationship among variables, data were obtained from respondents who were seeking employment or in-between jobs. Results revealed that CSR-based OA and PA significantly mediate the relationship between CSR and millennial joining intention. Findings present a unique perspective that significantly expands the literature. The implications of results are discussed and recommendations to managers are presented.

Do CEOs get rewarded for CSR activities in the director labor market?

PurposeThe purpose of this paper is to determine if Chief Executive Officers (CEOs) are rewarded or punished in the corporate director labor market for engaging in corporate social responsibility (CSR) activities.Design/methodology/approachThe authors empirically examine the relation between CEOs' CSR engagement and their corporate board appointments in retirement using logit, ordinary least squares (OLS) and Poisson regression models.FindingsResults indicate that CSR engagement has significant director labor market consequences for retiring CEOs. Specifically, CSR engagement has a favorable impact on the ability of retired CEOs to obtain board seats and board seats at larger firms generally associated with higher pay, even after controlling for firm performance and other determinants previously documented to explain director selection. The authors also find evidence that CEOs of firms with high CSR engagement build up their firms' CSR scores over time as they approach retirement, which is consistent with the labor market for directors providing incentives to attract CEOs to board service in retirement.Originality/valueBy examining the relationship between a CEO's CSR engagement and their external corporate board directorships, this paper advances the understanding of the determinants of corporate board appointments. Further, while most prior research assesses the value of CSR engagement by looking at the relation between CSR engagement and that firm's performance, this is the first study to our knowledge to look outside the firm to determine if CSR engagement has value to the CEO.

Corporate Social Responsibility and Firm Performance in SMEs: Empirical Evidence from Cameroon

We examined the mediating effects of corporate governance and image on CSR and performance link. We find CSR positive related to firm performance but insignificant. We further established CSR and FP are positive and insignificant without the existence of CI and CG but becomes significant with the inclusion of both mediating variables. Therefore, corporate governance codes and principles should be enhanced in Cameroon, since CSR engagement helps in better governance practice through establishing good internal controls and monitoring that ultimately enhances a firm financial performance. Several policy recommendations were discussed.

The impact of ownership structure on corporate social responsibility: the moderating role of financial performance

Purpose The purpose of this paper is to investigate the relationship between ownership structure and corporate social responsibility (CSR). Specifically, this paper examines the impact of financial performance on the relationship between ownership structure and CSR. Design/methodology/approach This study uses panel data set of 200 French firms listed during 2007–2018 period. The direct and moderating effects were tested by using multiple regression technique. Findings The results indicate that investors have different attitudes toward CSR engagement. While institutional ownership affects positively CSR engagement, managerial ownership shows a negative effect. Findings also show that financial performance accentuates these effects. Research limitations/implications The findings have practical implications that may be useful to regulators and managers interested in enhancing CSR. For regulators, the results advise policymakers to restrict managerial ownership and promote institutional investments to improve CSR. For managers, the results suggest developing more sophisticated intervention mechanisms to deal with conflicting voices that could result from different owners’ attitudes toward CSR. As an extension to this research, further study can examine the impact of audit quality on CSR. Originality/value This study proposes the establishment of dynamic links between ownership structure and CSR around firm financial performance. In addition, it investigates not only the overall CSR ratings but also each of CSR pillars, namely, environmental, social and governance.

The Role of CSR Engagement in Customer-Company Identification and Behavioral Intention During the COVID-19 Pandemic

The global coronavirus pandemic has reignited a strategic debate among the business community of the necessity for corporate social responsibility (CSR) engagement in the ever-dynamic social media. Considering the global economic downturn introduced by the COVID-19 pandemic, the present research is devoted to investigating whether CSR engagement in social media can help DiDi (a Chinese shared brand) at stake survive this overwhelming crisis. A theoretical model proposed to describe the hypothesized relationships was tested by a Structural Equation Modeling technique through the empirical online questionnaire. Through findings, we demonstrated that there was a positive relationship between CSR engagement of DiDi on WeChat, customer–company identification (C–C identification), and behavioral intention [purchase intention, brand loyalty, and e-word-of-mouth (eWOM)] of customers. With attention to psychological influence, our empirical statistics also evidenced the mediating role of C-C identification between CSR engagement and behavioral intention of customers. This study highlights the significant role of CSR engagement in a critical period theoretically and offers businesses more open innovation strategies to compete against the COVID-19 pandemic-induced market downturn.