Strategic Corporate Social Responsibility Initiatives Research Articles

Relationship between Occupational Pension, Corporate Social Responsibility (CSR), and Organizational Resilience: A Study on Listed Chinese Companies

Numerous researchers acknowledge that the occupational pension protects employees. However, in China, the total cost of occupational pensions is shared between employees and employers, representing a significant financial commitment. This study aimed to explore the effect of the occupational pension on corporate social responsibility (CSR) and organizational resilience. Drawing on insights from cost-stickiness and resource-based theories, we developed a model that elucidated the influence of occupational pensions on firms’ approaches to CSR within the context of COVID-19 and how this, in turn, impacted organizational resilience. This study categorized CSR into strategic and responsive activities, employing the concept of cost stickiness as a framework. We analyzed a sample of 34,145 observations from Chinese A-share listed companies spanning the period 2010–2023 to examine the influence of occupational pension adjustments on CSR strategies. The findings of this study revealed that the cost pressure associated with contributions to occupational pensions prompted firms to decrease their engagement in responsive CSR activities while enhancing their strategic CSR initiatives. Furthermore, it was observed that strategic CSR contributed to improved organizational resilience, whereas responsive CSR did not exhibit the same effect. The relationship between occupational pension contributions and CSR was found to be significantly and negatively moderated by factors such as the minimum wage and population aging. Conversely, the relationship between CSR and organizational resilience was significantly and positively moderated by digital transformation and marketing capabilities.

The Effect of Corporate Social Responsibility on Financial Outcomes: An Analysis of Selected NSE and BSE Listed Companies (2016-2022)

This study examined the impact of Corporate Social Responsibility (CSR) initiatives on the financial performance of selected companies listed on the National Stock Exchange (NSE) and Bombay Stock Exchange (BSE) from 2016-2022. Using financial performance metrics such as Return on Equity (ROE), Return on Assets (ROA), net profit margin, and earnings per share (EPS), the analysis leveraged multiple regression to ascertain correlations. CSR initiatives data were extracted from company CSR reports and disclosures under the Companies Act, 2013. The results indicated a statistically significant relationship between the extent of CSR initiatives and financial outcomes. These findings contribute to our understanding of the potential interplay between CSR activities and financial performance, suggesting that strategic CSR initiatives can positively influence a firm's financial health. This insight can assist businesses in aligning their social responsibility objectives with their financial goals.

The Effects of Buyers' Attitudes Toward Supplier Diversity on Their Spending with Ethnic Minority Businesses

This study examines characteristics that may influence buyers' desire to obtain goods and services from ethnic minority enterprises using data from 277 buyers employed at large buying organizations (LPOs) in the United States and the United Kingdom (EMBs). The literature on social capital is utilized to construct hypotheses about the cognitive, structural, and relational factors that may influence decisions to purchase from minority enterprises. Following that, current discrimination theory is used to deduce how buyers' views about supplier diversity affect the effects of social capital on their buying operations with EMBs. Multiple regression research indicates that in both the United States and the United Kingdom, buyers' perceived positive social capital has a direct, substantial association with their spending with EMBs. Additionally, the findings indicate that in both nations, purchasers' attitudes toward supplier diversity act as a moderator of the connection. Interestingly, despite the fact that the United States pioneered the concept of supplier variety, our study reveals that UK LPO buyers spend more with their EMBs. This research demonstrates how LPOs' strategic corporate social responsibility initiatives may be influenced by their buyers' social relationships with EMBs and their views about supplier diversity, based on these findings.

Business strategies responding to COVID-19: experience of Chinese corporations

PurposeThis paper aims to investigate the corporate social responsibility (CSR) initiatives adopted by Chinese firms during the outbreak of COVID-19. Facing this unknown, unexpected and devastating disease, Chinese corporations demonstrated their CSR in different approaches. The purpose of this paper is to explore how CSR influences the decisions of the corporations that respond to a severe incident and how corporations can achieve their mission or strategic objectives by responding to a serious incident.Design/methodology/approachBased on secondary data and thematic analysis, this paper examines six Chinese corporations which are the leading firms in their respective industries.FindingsThis paper finds that firms adopted a mixed approach to conducting their CSR initiatives, including altruistic, strategic and citizenship CSR initiatives. This paper also confirms that strategic CSR initiatives were in line with the five dimensions of strategic CSR including centrality, specificity, proactivity, visibility and voluntarism. In addition, this paper also shows that a company could create its competitive advantage by carrying out CSR initiatives that are able to strengthen its value chain activities or the competitive context. This is based on the partnership built by the firms with their stakeholders to recognize the shared value.Practical implicationsThis paper shows the implication that business leaders should understood the role of a business in society and the importance of stakeholders’ expectations. The underlying philosophy is that CSR could strengthen the resilience of society; business organizations need to operate in a healthy society.Originality/valueThis paper provides insights of Chinese corporations responding to a severe social incident. It highlights the strategic perspective of CSR initiatives and the linkage between CSR activities and a firm’s competitive advantage.

Corporate Social Responsibility at LUX* Resorts and Hotels: Satisfaction and Loyalty Implications for Employee and Customer Social Responsibility

Corporate Social Responsibility (CSR) remains a hot topic in management. Yet, little is known about how well managers, employees and consumers are responding to CSR initiatives to align with the 2030 Agenda for Sustainable Development. Underpinned by well-established theories, this study develops a single integrative model of managers’, employees’ and consumers’ CSR. Data were collected from the LUX* group of resorts and hotels located on three Indian Ocean islands: Mauritius, Reunion and the Maldives. Structural equation modelling was employed. Findings reveal: (1) organizational CSR is positively related to employee social responsibility; (2) organizational CSR is negatively associated with customer social responsibility; (3) employee social responsibility is negatively related to customer social responsibility; (4) employee social responsibility is negatively related to customer delight; (5) customer social responsibility is positively related to customer satisfaction; and (6); customer social responsibility is positively related to customer delight. Strategic CSR initiatives with a multi-stakeholder engagement approach are discussed.

How Buyers' Attitudes Toward Supplier Diversity Affect Their Expenditures with Ethnic Minority Businesses

Using data collected from 277 buyers employed at large purchasing organizations (LPOs) in the U.S. and U.K., this study investigates factors that might influence their willingness to procure goods and services from ethnic minority businesses (EMBs). The social capital literature is used to develop hypotheses concerning the cognitive, structural, and relational dimensions that may play roles in decisions to buy from minority firms. Subsequently, modern discrimination theory is employed to provide inductive insights into how buyers' attitudes toward supplier diversity mediate the effects of social capital on their procurement activities with EMBs. The results of multiple regression analysis suggest that in both the U.S. and U.K., positive social capital as perceived by the buyers has a direct, significant relationship with their expenditures with EMBs. The results also reveal that in both countries, buyers' attitudes toward supplier diversity mediate the relationship. Interestingly, although the U.S. originated the concept of supplier diversity, our research uncovers that U.K. LPO buyers have greater expenditures with their EMBs. Based on these findings, this research illustrates how strategic corporate social responsibility initiatives set forth by LPOs may be impacted by their buyers' social relationships with EMBs and their attitudes toward supplier diversity.

The impact of strategic CSR marketing communications on customer engagement

PurposeThe purpose of this paper is to determine the effectiveness of strategic corporate social responsibility (CSR) initiatives that seek to enhance customer engagement, through different forms of positive word of mouth.Design/methodology/approachA total of 258 responses were collected from customers of mobile telephone service providers, and analysed using t-tests, ANOVA and structural equation modelling. The survey embedded a realistic press release, purporting to originate from the respondent’s service provider, communicating CSR information.FindingsMobile telephone users are largely indifferent to CSR communication activities but segments of the market respond differently. Customer-perceived community value of the strategic CSR initiative to the intended beneficiary of the activity was found to be an effective antecedent of customer engagement.Research limitations/implicationsAlternative modes of customer engagement have the potential to enhance customer discourse. Customer-perceived community value of the strategic initiative provides further explanatory power to the CSR–customer relationship.Practical implicationsCustomer-perceived community value can be used as a planning tool for marketers to gauge the effectiveness of CSR advertising campaigns before launch. Managers can adapt their CSR communications message to better reflect customer concerns.Social implicationsNGOs that offer greater perceived community value can partner with companies more successfully.Originality/valueA holistic CSR-centric approach to evaluate strategic CSR initiatives and determine their influence on alternative forms of customer engagement is novel.

Impact of Corporate Social Responsibility on Sustainable Competitive Advantage: A Case Study of Leading Noodle Companies in Nepal

The debate in the field of Corporate Social Responsibility (CSR) in achieving Sustainable Competitive Advantage (SCA) was ongoing from the beginning of the twenty first century. The role of stakeholders and CSR in achieving sustainable business has increased in recent years. The purpose of this qualitative study was to achieve deeper understanding about the CSR initiative that may contribute to achieve SCA for the company. A single case study with three unit of analysis was used to achieve a deeper understanding on how CSR in planned, aligned and implemented in the noodle companies in Nepal and how those initiative may contribute to the company in the form of SCA and to community in the form of societal development.The stakeholder theory was used as theoretical framework with semi structured interview as data collection method. For the data collection purpose, two groups of stakeholders were interviewed. The first group was internal stakeholders including managerial level employees and second group consisted of external stakeholders including suppliers, customers, local community members and environmental activist. The findings of the study clearly indicated that, the strategic approach to CSR contributes to company in the form of SCA and helps in fulfilling the expectations of the local communities. The findings indicated that, stakeholder management is a key tool in today’s business environment and strategic CSR initiatives contributes in sustainable business and mutual cooperation between company and stakeholders.Int. J. Soc. Sc. Manage. Vol. 4, Issue-4: 275-283

CSR as a strategy in Tata Power Delhi Distribution Limited

Subject area The subject area is corporate social responsibility (CSR). Study level/applicability The study is applicable to undergraduate- and graduate-level courses on CSR. Case overview The case discusses the issue of integrating CSR in TPDDL’s (TPDDL – Tata Power Delhi Distribution Limited) business model. TPDDL was formed as the result of a joint venture between Delhi Vidyut Board and Tata Power. At the time of the joint venture, a large number of users of electricity in Jhuggi-Jhopdi (JJ) clusters were not paying for electricity usage. A huge number of residents were not even in the system where they could be billed. The ones who were in the system had strong political banking as they were huge vote banks and hence would not pay. Only 40 per cent of electricity that was going to JJ cluster was billed due to this TPDDL was incurring huge commercial losses. As residents had very low income, TPDDL decided to invest in CSR activities to train the residents so that they could secure a job and pay the bills as well. Mr Praveer Sinha, MD and chief executive officer (CEO), urged his team to bring 100 per cent JJ clusters under the billing net without any coercive measures. TPDDL adopted parent company Tata’s CSR code and came up with innovative ways of engaging with these communities. Expected learning outcomes The outcomes are: strategic CSR initiatives for business excellence; incorporating CSR in existing business Model 3; role of stakeholders in CSR implementation; and benefits accruing from CSR activities. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.

The important role of corporate social responsibility capabilities in improving sustainable competitive advantage

PurposeThis study examines the effect of corporate social responsibility (CSR) capabilities on corporate association and, consequently, customer orientation and price premium, which are key to competitive advantage.Design/methodology/approachThis study adapts survey instrument targeting employees of a Korean firm. A total of 168 usable questionnaires were collected from seven Korean firms that were conducting CSR and public relations (PR) activities.FindingsCSR and PR capability induce positive CSR and corporate ability (CA) associations, which improve customer orientation and increase price premium. The results of our empirical study indicate that a company should consider both CSR and PR capabilities to enhance its employees’ positive attitude to its CSR activities and CA association.Research limitations/implicationsThis study has undertaken a holistic examination of important role of CSR and PR capability and their outcomes, namely customer orientation and price premium.Originality/valueUnderstanding of CSR capabilities in terms of competitive advantage is imperative to the establishment of strategic CSR initiatives. This study attempts to answer whether corporate capabilities for social responsiveness improve a company’s competitive advantage.

Sustainability -- Rethinking the Social Responsibility of Banking Businesses

The purpose of this paper is to explore the issue of sustainability, as it is practised by firms operating within developing economy contexts. It defines sustainable strategic corporate social responsibility (CSR) and proposes a framework that outlines the stages involved in the proficient performance and disclosure of sustainable strategic CSR initiatives. This was done by adopting a firm-oriented perspective, combined with insights banking, CSR and sustainability.The proposed framework identifies four main stages involved in sustainable strategic CSR. The author outlines a framework for understanding how the company can manage the different stages of the sustainable strategic CSR process and discusses its implications. The conceptual elaboration creates new research issues that should lead to a deeper understanding of firms’ strategic motivations, choice of initiative, timing and methods of disclosure in implementing sustainable CSR. The firm-based perspective and the focus on the design, performance and disclosure of sustainable CSR, provide a new approach to analysing and understanding sustainable CSR. The paper contributes to CSR research by introducing conceptualisations of sustainable strategic CSR which have an interest for both academic research and practitioners.

The organizational virtuousness of strategic corporate social responsibility: A case study of the Sri Lankan family-owned enterprise MAS Holdings

Summary Relatively little is known about strategic corporate social responsibility (CSR) in Asian companies. In the post-tsunami period, the authors interviewed 23 senior executives at ten prominent companies in Sri Lanka. Nine of the companies responded to the tsunami with philanthropy based CSR initiatives. Interviews with three senior executives at the family-owned enterprise MAS Holdings revealed an explicitly strategic CSR approach. MAS Holdings, an apparel manufacturer owned by three brothers, is Victoria Secret’s lead strategic partner and an ethical buying source for other well-known apparel retailers. This paper examines the organizational virtuousness of MAS Holdings’ strategic CSR initiatives. The analysis uses Bright et al.’s (2006) conceptualization of organizational virtuousness in terms of the three dimensions of human impact, moral goodness and unconditional societal betterment. The case study findings for MAS Holdings illustrate how strategic CSR initiatives could be virtuous due to positive contributions to the community in those dimensions despite generating profits, publicity and reputation advantageous to the firm. While the empirical findings are limited to one company in Sri Lanka in the post-tsunami period, the paper discusses the broader implications of and directions for future research into the organizational virtuousness of strategic CSR.

Exploring the concept of strategic corporate social responsibility for an integrated perspective

PurposeThe purpose of this paper is to propose a set of screens which would filter in the corporate social responsibility (CSR) programs that make business sense for a firm and screen out those that do not. This process based set of screens filter CSR initiatives based on certain inclusion and exclusion parameters. This paper further presents an integrated conceptualization of a strategic CSR framework. The CSR programs that pass through the set of screens are evaluated based on its strategic characteristics and the business gains from it.Design/methodology/approachThis paper is conceptual in nature. The approach adopted in this paper is first to set the study context by presenting the extant literature on CSR and strategic management. Further based upon the perspectives from extant literature, the author incrementally builds an integrated framework on strategic CSR by using and providing logical arguments.FindingsThis conceptual paper presents new and richer theoretical perspectives on strategic CSR and thus extending the known theoretical knowledge boundaries on CSR. Further, insights could be gathered if the strategic CSR theoretical framework developed in this paper is studied empirically.Practical implicationsThe perspectives on strategic CSR developed in this paper would help managers to design strategic CSR programs based on its focus and direction, proactiveness, activity nature, characteristics, and benefits.Originality/valueIn the past some scholars had attempted to develop framework on designing strategic CSR. In this paper, the author attempts to provide a more holistic and yet comprehensive theoretical perspective on strategic CSR initiatives. CSR managers can use this framework to design their CSR initiatives and manage their firm's CSR initiatives in a more effective and efficient manner.

Strategic corporate social responsibility initiatives: a framework template developed from evidences from India

It is not a very rational proposition for firm managers, to not to preach and practice strategic corporate social responsibility (SCSR) in the developed world. In the present day world which is witnessing increased competitive pressure as well as increased expectation for doing corporate social responsibility (CSR), it makes more pragmatic sense to indulge in SCSR rather than just CSR. But the context of developing countries in terms of practice of SCSR had remained unexplored. In this article, the author attempts to capture the practice of SCSR in India, a developing country and an emerging economy. This article presents the state of affairs of SCSR in India based upon the reflection of CSR managers on the themes of the nature of CSR activities, its characteristics and benefits.

Understanding and developing strategic corporate social responsibility

Over the last decade, there has been considerable debate over whether organizations have a corporate social responsibility (CSR), as well as whether socially responsible initiatives predict subsequent financial performance. Business leaders are increasingly concerned with how their organizations can grow and thrive from addressing societal challenges. Strategic CSR can benefit organizations through growth in market share and organizational learning, as well as more committed and engaged employees, supportive external stakeholders, and positive investor relations. We discuss how organizations around the world are prospering by proactively engaging with social and environmental challenges. Seven strategic CSR principles, illustrated by 21 exemplars of strategic CSR initiatives, are outlined. These principles should not be interpreted as a checklist of best practices, but rather as a stimulus for designing financially viable and prudent CSR initiatives, given each organization's combination of mission, resources, challenges, and opportunities.

When Does a Corporate Social Responsibility Initiative Provide a First-Mover Advantage?

Theory and research on corporate social responsibility (CSR) have been concerned primarily with identifying stakeholders, categorizing types of CSR initiatives, and linking corporate social performance to firm performance. In this conceptual article, the authors assess strategic CSR initiatives, inquiring into the conditions that might give rise to a sustainable competitive advantage in social performance. In what circumstances does a firm's CSR initiative create a first-mover advantage, and when should a firm prefer an early- or late-adopter position? Using the resource-based view and the asymmetries approach of first-mover advantages, the authors propose that for a CSR initiative to lead to a sustainable first-mover advantage, it must be central to the firm's mission, provide firm-specific benefits, and be made visible to external audiences. These strategic attributes generate internal sustainability and must be complemented to ensure external defensibility by a firm's ability to assess its environment, manage its stakeholders, and deal with social issues.