Corporate social performance through instrumental stakeholder theory: a sector-specific perspective

Abstract

PurposeThis study uses instrumental stakeholder theory to explore the relationship between corporate social performance (CSP) and financial performance in various market sectors. It aims to show how CSP, driven by stakeholder demands in different markets, affects financial outcomes.Design/methodology/approachUsing panel data analysis on data from 2007 to 2020, this research examines how stakeholder demand impacts a firm's ability to turn social performance into financial gains. The study ensures reliable results by addressing methodological and endogeneity issues related to CSP.FindingsThe results show that a firm's success in converting social performance into financial benefits depends on stakeholder demands in different markets. While better CSP generally leads to improved financial performance, the extent of this benefit varies based on stakeholder expectations. This highlights the importance of managers strategically addressing stakeholder demands to maximize financial returns from social initiatives.Originality/valueBy examining the CSP–financial performance link through the lens of market and stakeholder demands, this research provides new insights into how firms can strategically gain stakeholder support for financial benefits. It shows the long-term value of CSP as an investment that gains stakeholder support over time. This approach broadens the understanding of CSP by considering diverse stakeholder influences across industries, filling a gap in long-term CSP research.