Corporate Social Inclusion Practices Across Nations: Organizational and Institutional Enablers

Abstract

We develop a theoretical framework to explain the enablers of corporate social inclusion practices across nations. Building on the egoism-altruism distinction in the social psychology literature, we distinguish between egoistic and altruistic corporate social inclusion practices and theorize their differences in enabling mechanisms. Specifically, we argue that while managerial diversity and cross-sector connections, as two organizational enablers, positively contribute to both social inclusion practices, their effects are more potent on egoistic corporate social inclusion practices in comparison to altruistic ones. Furthermore, home government social welfare provision, as an institutional enabler, substitutes organizational enablers in developing egoistic corporate social inclusion practices but augments the influence of organizational enablers on altruistic corporate social practices. We find support for our arguments by analyzing social inclusion practices by 760 high-tech firms in 48 countries from 2005-2016.