Abstract
Abstract The purpose of this paper is to investigate the effect of corporate social responsibility and benchmarking on organizational performance in the petroleum industry. We find that top management support for quality is the main driver of practices associated with corporate social responsibility. Corporate social responsibility appears to have a significant impact on internal quality results (operational performance) but it does not have a significant effect on external quality results (firm performance). We did not find a very strong relationship between benchmarking and internal/external quality results. Our findings suggest that the implementation of corporate social responsibility in the petroleum industry is economically driven. Recommendations for managers and future research have been outlined.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
