Abstract

The topics of CSR and Organizational culture have attracted considerable interest from both academics and practitioners. Much of the interest in the two areas is based on explicit and implicit claims that both CSR and culture are linked to organizational performance. However, while the links between CSR and Organizational culture have been examined independently, and that towards the Organizational performance.This paper examines the nature of this relationship and presents empirical evidence which suggests that the relationship between CSR practices and Organizational culture is mediated by the form of organizational performance that is present. The paper concludes with a number of implications for theory and practice.

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