Do stakeholder management strategy and salience influence corporate social responsibility in Indian companies?

Abstract

PurposeThis study aims to examine whether strategy towards primary stakeholders and their salience influence corporate social responsibility towards the corresponding stakeholders.Design/methodology/approachData were collected through a questionnaire from 150 senior level managers including CEOs. The stakeholder management strategy, salience, and corporate social responsibility were assessed in the context of employees, customers, investors, community, natural environment, and suppliers.FindingsThe favorable strategy towards stakeholders increases the corresponding corporate social responsibility towards them. The salience of all stakeholder groups also enhances the corresponding corporate social responsibility. When salience and strategy are considered, the salience of a particular stakeholder group suppresses the effect of strategy fully or partially on corporate social responsibility.Research limitations/implicationsThe salience of a stakeholder is a potent antecedent of corporate social responsibility compared with strategy towards that stakeholder.Originality/valueA questionnaire is developed to assess corporate social responsibility in the Indian context, and the link between strategy, salience, and corporate social responsibility is established.