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Journal articles on the topic 'Corporate social responsibility, competitive advantage'

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Published: 9 March 2023
Last updated: 11 March 2023

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1

Blake, Laura J. "Corporate Social Responsibility as Competitive Advantage." Academy of Management Proceedings 2016, no. 1 (January 2016): 17222. http://dx.doi.org/10.5465/ambpp.2016.17222abstract.

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2

Boulouta, Ioanna, and Christos N. Pitelis. "CORPORATE SOCIAL RESPONSIBILITY AND NATIONAL COMPETITIVE ADVANTAGE." Academy of Management Proceedings 2011, no. 1 (January 2011): 1–6. http://dx.doi.org/10.5465/ambpp.2011.65870479.

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3

Quairel-Lanoizelee, Françoise. "Are competition and corporate social responsibility compatible?" Society and Business Review 11, no. 2 (July 11, 2016): 130–54. http://dx.doi.org/10.1108/sbr-04-2016-0026.

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Purpose The purpose of this paper is to explore the connection between CSR and competition to contribute to the CSR concept through analysis of the conditions for its implementation. While fierce global competition has negative environmental and social impacts and may lead large companies to act irresponsibly, corporate social responsibility (CSR) academic literature, especially stakeholder theory, pays little attention to competition and market pressure. It only highlights the competitive advantage a CSR strategy represents for companies. Design/methodology/approach This work draws upon the academic literature in economics and strategic management, on mainstream CSR papers and on the official disclosure and communication from companies listed on the “CAC 40” of the French stock market. In this paper, the authors use the definition of corporate responsibility which integrates companies’ environmental and social concerns into all their activities. Findings The following three major findings arise. First, on a theoretical level and in terms of corporate disclosure on CSR, a large gap in how the economic view and the CSR view of competition are represented was noticed. Second, the limitations of the competitive advantage obtained by CSR strategy was observed while the “demand for virtue” is weak even if the stakeholders’ “expectations” for responsible practices are strong. The author proposes a typology of CSR strategies related to competitive situations. Third, the author underlines the paradox of the CSR competitive advantage: specifically, it is gained only if not imitable; i.e. if companies prevent the mimetic practices which could spread best practices for sustainable development. Originality/value This paper highlights the limits of the CSR concept within the liberal paradigm. The authors argue that the mainstream theoretical CSR framework based on the hypothesis of the convergence between firms’ objectives and the common interest is not relevant. The framework of the neo-institutional theory is more appropriate to analyse the mimetic behaviour in competitive markets and corporate commitments in sector-based codes of conduct that define new norms of social quality.
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4

Sousa Filho, José Milton de, Lilian Soares Outtes Wanderley, Carla Pasa Gómez, and Francisca Farache. "Strategic corporate social responsibility management for competitive advantage." BAR - Brazilian Administration Review 7, no. 3 (September 2010): 294–309. http://dx.doi.org/10.1590/s1807-76922010000300006.

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Mohammed, Nafez, and Mahmoud. "Corporate Social Responsibility and Competitive Advantage: Relationships and Mechanisms." International Journal of Economics and Business Administration VIII, Issue 3 (July 1, 2020): 161–75. http://dx.doi.org/10.35808/ijeba/494.

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Shah, Syed Shujaat Ali, and Zia Khan. "Corporate social responsibility: a pathway to sustainable competitive advantage?" International Journal of Bank Marketing 38, no. 1 (July 19, 2019): 159–74. http://dx.doi.org/10.1108/ijbm-01-2019-0037.

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Purpose The purpose of this paper is to investigate the impact of customers’ perceptions of corporate social responsibility (CSR) on affective and continuance commitment. It analyses the moderation effect of relationship age on the CSR-commitment relationships in the banking industry of an emerging economy. Design/methodology/approach Partial least squares based structural equation modeling was used to test the proposed hypotheses in a sample of 360 respondents collected from the retail banking sector of Pakistan. Findings Customers’ CSR perceptions directly and positively influence affective and continuance commitment. The findings also confirm that relationship age is a positive moderator of the CSR-continuance commitment relationship, but does not influence the CSR-affective commitment relationship. Practical implications Marketers should use CSR activities to enhance customers’ commitment. Given the moderating role of relationship age, marketers should devise different strategies for new and long-term customers. The results clearly show that relationship age affects the CSR-continuance commitment relationship. Long-term banking customers will more likely be in a binding relationship when their banks do CSR activities and disseminate those activities to long-term customers. The study explicitly indicates that maintaining long-term customers’ base through CSR activities helps the marketers in achieving sustainable competitive advantage. Originality/value First, it is the pioneering study to empirically investigate the understudied relationship between CSR and continuance commitment. Second, it examines the moderation effect of relationship age on CSR-commitment relationships in the banking industry of an emerging economy.
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Purwanto, Yadi. "The Effect of Service Delivery Performance and Corporate Social Responsibility on Institutional Image and Competitive Advantage and its Implication on Customer Trust (A Survey of Private Hospitals in Solo Raya)." Issues In Social And Environmental Accounting 4, no. 2 (December 31, 2010): 168. http://dx.doi.org/10.22164/isea.v4i2.53.

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This paper investigates private hospitals performance measured by service delivery, corporate social responsibility, institutional image and competitive advantage with the effect towards customer trust. The data was collected from 420 patients from 21 private hospitals in Solo Raya including Solo city, and 6 regencies: Boyolali, Klaten, Sukoharjo, Wonogiri, Karanganyar, and Sragen. This study indicates that service delivery performance and corporate social responsibility is lesser and lower than patients hope for. Private hospitals in Solo Raya do not yet value image, competitive advantage, and customer trust. Service delivery performance and corporate<br />social responsibility have positive effects towards institutional image and competitive advantage. Institutional image and competitive advantage have reciprocal effects. The effect of service delivery performance towards customer trust, but corporate social responsibility do not have direct effect towards customer trust. From suggested finding result that private hospital<br />repairs service delivery performance, physical facilities, also personnel contact performance to increase corporate social responsibility, to increase institutional image and competitive advantage to increase customer trust.<br /><br />
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Kohli, Amarpreet S., and Ellen Hawkins. "Motivators to Adopt Green Supply Chain Initiatives." International Journal of Information Systems and Supply Chain Management 8, no. 4 (October 2015): 1–13. http://dx.doi.org/10.4018/ijisscm.2015100101.

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There are several factors that drive organizations to consider implementing green supply chain (GSC) initiatives. This paper refines an instrument to empirically test the significance of the following drivers for participation in GSC initiatives: Government Regulation, Buyer/Supply Chain Influence, Internal Readiness, Competitive Advantage, and Corporate Social Responsibility. Corporate Social Responsibility emerged as the most significant variable that effected the decision making of the organizations around green supply chain management practices. Surprisingly, Competitive Advantage, which has been found to be a significant contributor in prior research when studied in isolation, did not emerge as a significant factor in this study. The emergent high correlation between the Corporate Social Responsibility and Competitive Advantage could imply that the Competitive Advantage could be embedded within the Corporate Social Responsibility when agencies focus on greening their supply chains.
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9

Agwu, Edwin. "Corporate Social Responsibility as an Organizational Tool for Competitive Advantage." International Journal of Strategic Decision Sciences 12, no. 2 (April 2021): 1–15. http://dx.doi.org/10.4018/ijsds.294008.

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The scramble for a larger piece of consumers’ pie by organizations have deepened the race to gain a competitive advantage — more so, in a world now characterized by rapid technological advancements. Traditionally, organizations rely mostly on cost leadership, product differentiation and focus strategies as tools for competitive advantage that will enable them outperform competitors. However, the rapidly changing business landscape has shown organizations that they must go beyond the traditional strategies to compete efficiently. To this effect, this research examines Corporate Social Responsibility (CSR) as an organizational tool for competitive advantage. It aims to answer the ever-vague question on whether the adoption of CSR can lead to competitive advantage and what drives indigenous Nigerian organizations to carry out CSR activities.
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Abubakar, Ahmed, Sani Ahmed Yauta, and Mohammed Mahmud Khalifa. "Corporate Social Responsibility (CSR): Strategy for University Sustainable Competitive Advantage." Business Management and Strategy 13, no. 2 (July 3, 2022): 19. http://dx.doi.org/10.5296/bms.v13i2.19294.

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Corporate Social Responsibility (CSR) is generally presumed to be associated with companies in the full sense of the word, overlooking the important role of other institutions and organizations in achieving the objectives of the concept of CSR. This study's goal is to scientifically evaluate the link between corporate social responsibility and a university's sustainable competitive advantage. A conceptual model was created based on strategic corporate social innovation literature. The research was quantitative, and the variables were measured using the literature guide to build the research questionnaire. The analysis used structural equation modelling and the result revealed that Corporate Social Responsibility in relation to Customers or/and Students (CSRCS), Employees (CSRE), Government (CSRG) and Social stakeholders (CSRS) has a major impact on a university's sustained competitive advantage. Management and employees at universities can learn how to apply differentiation techniques to address community issues related to healthcare, economic, sociocultural, and environmental. For quality research and community outreach that better fulfill social needs, innovative, quality-based approaches must be developed. The study extends the existing literature by empirically validating the relationship between CSR and a university's sustainable comparative advantage.
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11

Shi, Junwei, Haiyan Fu, and Lijun Hu. "Social Responsibility, Social Capital, and Corporate Competitive Advantage in Transitional China." International Corporate Responsibility Series 3 (2007): 377–94. http://dx.doi.org/10.5840/icr2007323.

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12

Mariam Sohail, Shahid Iqbal, Waheed Asghar, and Syed Arslan Haider. "Corporate Social Responsibility for Competitive Advantage in Project Management: Evidence from Multinational Fast-Food Companies in Pakistan." Journal of Business and Social Review in Emerging Economies 6, no. 4 (December 4, 2020): 1261–72. http://dx.doi.org/10.26710/jbsee.v6i4.1411.

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The aim of current articleis to examine the relationship between corporate social responsibility and competitive advantage in Project Management. This research used “Quantitative Methods” in which data was collected from five multinational fast-food companies of Pakistan by use of Likert Scale questionnaire. A sample of 80 persons was selected by using random sampling technique who are engaged in the selection and execution of corporate social responsibility activities. Data was statistically analyzed using the SPSS software version 20.Findings indicate that most of the multinational fast-food companies of Pakistan are engaged in corporate social responsibility practices. So, there is significant positive relationship between corporate social responsibility and competitive advantage.
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13

Leśna-Wierszołowicz, Elwira. "Corporate social responsibility as an element of building competitive advantage." Studia i Prace WNEiZ 43 (2016): 55–64. http://dx.doi.org/10.18276/sip.2016.43/1-05.

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14

Du, Shuili, C. B. Bhattacharya, and Sankar Sen. "Corporate Social Responsibility and Competitive Advantage: Overcoming the Trust Barrier." Management Science 57, no. 9 (September 2011): 1528–45. http://dx.doi.org/10.1287/mnsc.1110.1403.

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15

Nyuur, Richard B., Daniel F. Ofori, and Ms Millicent Amponsah. "Corporate social responsibility and competitive advantage: A developing country perspective." Thunderbird International Business Review 61, no. 4 (April 23, 2019): 551–64. http://dx.doi.org/10.1002/tie.22065.

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16

HUANG, CHI FEN, and Jer-Yan Lin. "The Effects on Corporate Social Responsibility by Shares and Teamwork Culture." Archives of Business Research 9, no. 9 (September 29, 2021): 171–80. http://dx.doi.org/10.14738/abr.99.10905.

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Corporate social responsibility has become an international trend in order to maximize profits and attract the attention of scholars and practitioners. Therefore Engaging in corporate social responsibility may affect the company's profits and cause increased costs. The social responsibility plan should determine the most necessary strategic concerns and the creating important value. Therefore Social responsibility is the key to an enterprise's pursuit of excellence. Creating social well-being and enhancing its competitive advantage may be an important factor for the company's future success. Promoting corporate social responsibility with shares and establishing a sustainable team-oriented culture can enhance corporate competitive advantages, create social well-being, and create value to stimulate Innovative. The empirical results showed that shares and team-oriented culture have significantly positive impact on corporate social responsibility that is further positively significant to enhance employee innovation behavior. Further finding supports that environmental altruism moderates the relationship between corporate social responsibility and shares.
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17

Marakova, Vanda, Anna Wolak-Tuzimek, and Zuzana Tuckova. "Corporate Social Responsibility As a Source of Competitive Advantage in Large Enterprises." Journal of Competitiveness 13, no. 1 (March 31, 2021): 113–28. http://dx.doi.org/10.7441/joc.2021.01.07.

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The competitive advantage of enterprises in the conditions of market economy is not generated merely by ensuring high quality products and services. Therefore, in their strategies, they need to involve elements such as corporate social responsibility. The aim of the paper is to identify the key sources of competitive advantage of large enterprises. In the empirical research, the hypothesis has been tested to determine if the application of corporate social responsibility by enterprises has a statistically significant effect on gaining competitive advantage in the market. The hypothesis is verified on the basis of the authors’ study of 253 large enterprises operating in Poland by means of exploratory factor analysis, the statistical method of reducing the number of classifying empirical variables, i.e. of discovering a structure in their interrelations. The procedure enabled the selection of the factors with the greatest statistical shares in explaining variability. To this end, the input space was rotated in accordance with the Varimax criterion, with the number of determined factors specified by means of the Kaiser criterion and Cattell’s scree test. The application of an exploratory factor analysis enabled the authors to construct an original factor model of sources of enterprise competitive advantage, with three factors identified: marketing, innovation activity and corporate social responsibility. This indicates that marketing activities, innovation activities and the application of corporate social responsibility are the key sources of competitive advantage in large enterprises operating in the market.
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18

Makovere, Peter H., and Hlanganipai Ngirande. "The influence of corporate social responsibility on corporate competitive advantage: a case of Zimbabwean stock exchange listed companies." Corporate Ownership and Control 13, no. 2 (2016): 413–18. http://dx.doi.org/10.22495/cocv13i2c2p1.

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The study investigated the impact of Corporate Social Responsibility on Corporate Competitive Advantage on Zimbabwean listed companies. A stratified sample of 10 participants from 10 companies listed on Zimbabwe Stock Exchange was utilised to examine the influence of corporate social responsibility on competitive advantage during a period from 1 July 2012 to 30 June 2013. The study utilised a mixed method approach and data was analysed in the form of descriptive statistics. The results show a significant influence of corporate social responsibility on competitive edge on Zimbabwe stock exchange listed companies. Results also reveal that the degree to which social responsibility is emphasized can impact a firm’s credibility, ultimately influencing the ability to raise capital, retain effective and productive staff, bid for quality raw materials from reputable suppliers and even manage to secure relatively lucrative growth opportunities. All these collectively help entities build and sustain strong competitive edges against their fellow competitors
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19

James, Leena. "Environmental Accounting Linkage to Sustainable Competitive Advantage and Corporate Social Responsibility." Ushus - Journal of Business Management 8, no. 1 (January 10, 2009): 35–46. http://dx.doi.org/10.12725/ujbm.14.5.

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The purpose of this paper is conceptually exploring potential theoretical foundations of environmental accounting based on review and critique of related theories from theoretical foundations of environmental accounting and corporate social responsibilities. It examines the nature of environmental accounting its linkage to sustainability and corporate social responsibilities and describes responding to these aspects.
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20

Butko, K., M. Yeshchenko, and V. Minakova. "Corporate social responsibility of hei as a competitive advantage in the market of educational services." Galic'kij ekonomičnij visnik 69, no. 2 (2021): 103–9. http://dx.doi.org/10.33108/galicianvisnyk_tntu2021.02.103.

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The paper is focused on the analysis of the formation of corporate social responsibility (SCR) development in the higher educational institution. Peculiarities of the formation of corporate social model and its essence are investigated in this paper. The social responsibility and its role in the development of the educational institution culture are determined. It is proved that in practice the mechanism of forming corporate social responsibility in higher educational institutions is extremely important. The factors and analyses that summarize the awareness of corporate social responsibility importance, in compliance with the high demand for education, especially in the content of relations with employees, consumers and respect for the environment are described. Effective activities of higher education institutions are highlighted. The consequences of corporate social responsibility introduction into the work of management bodies and subordinate employees of the Academy, as well as in higher educational institutions of Ukraine in general, are investigated. The market of educational services should ensure that the graduates acquire sufficient level of professional qualification; therefore, managers of educational institutions are responsible for the provided educational services, thus they build the foundation for the formation of corporate social responsibility both in their own and the students’ work. Moreover, the higher educational institution forms its good reputation, increases competitiveness in the market of educational services. Conditional levels into which corporate and social responsibility is divided are described in this paper, and here it is determined which levels correspond to DonNACEA’s and LuhNAU’s SCR, what is the life position of educational institutions, what should be paid attention to in order to reach sustainable development. Prospects for the introduction of socially responsible behavior in corporate policy and strategies for sustainable development of higher education institutions are identified. The problems of modification of the corporate social responsibility concept in the context of educational social responsibility are considered in this paper. The main resources of corporate social responsibility of educational institutions and its key factors are described, the directions and types of activities are defined.
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AHAMED HIBATHUR RAHUMAN, MOHAMED RIFKHAN. "Corporate Social Responsibility." International Journal for Innovation Education and Research 5, no. 7 (July 31, 2017): 24–39. http://dx.doi.org/10.31686/ijier.vol5.iss7.756.

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Due to the huge social and environmental issues faced by the world during the last couple of decades the concept of Corporate Social Responsibility (CSR) has taken front stage in the business world by becoming the key element of sustainable competitive advantage that benefits the company, society, and environment The purpose of this paper is to analyze whether the concept of CSR take as a tool only for maximizing the shareholders’ wealth by the investors (principals) as well as managers (agents) of the company by analyzing the two prominent CSR related scandals happened in the auto industry. It uses the agency theory model to analyze these cases and understand whether this model is overshadowing the stakeholder model of CSR concept. The preliminary studies carried out by comparing CSR reported by these two companies and the facts, effects, and reactions to the emission scandals indicate that although firms indicate that they follow a stakeholder model for their CSR initiatives and reports based on it, in reality, they follow agency model and CSR appears to do not really matter. This study also implies that manager needs to have a proper strategy that is followed and reported along with proper monitoring and control measure for a successful implementation of CSR. Due to many complexities, this it is too early to generalize ‘CSR does not matter ' view either to the entire corporate world nor the auto industry. Therefore, future studies are encouraged to include more companies in the auto industry and expand it to other industries as well.
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Mai, Khuong Ngoc, and An Khoa Truong Nguyen. "The Impact of Corporate Social Responsibility Performance on Competitive Advantage and Business Success." International Journal of Asian Business and Information Management 12, no. 3 (July 2021): 1–15. http://dx.doi.org/10.4018/ijabim.294095.

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This study investigates how types of corporate social responsibility (CSR) practices (economic, legal, ethical, philanthropic, and environmental) affect competitive advantage and business success in an emerging country. Data were collected by surveying 869 respondents from manufacturing, real estate, trade, and service sectors. The data analysis applied partial least square structural equation modeling. The results showed that ethical, legal, and philanthropic CSR initiatives have a positive effect on competitive advantage. Economic CSR practice is the only factor that affected both competitive advantage and business success. The competitive advantage also directly affected business success. Environmental CSR practice did not show a significant relationship with competitive advantage or business success. The findings of this study may be beneficial in informing managers’ decisions on CSR investment to gain competitive advantage, and in turn, business success in a developing context.
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23

Smith, Alan D. "Making the case for the competitive advantage of corporate social responsibility." Business Strategy Series 8, no. 3 (March 6, 2007): 186–95. http://dx.doi.org/10.1108/17515630710684187.

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24

Lee, Eun-Mi, Hyun Jung Lee, Jae-Hyeon Pae, and Seong-Yeon Park. "The important role of corporate social responsibility capabilities in improving sustainable competitive advantage." Social Responsibility Journal 12, no. 4 (October 3, 2016): 642–53. http://dx.doi.org/10.1108/srj-11-2015-0163.

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Purpose This 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/approach This 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. Findings CSR 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/implications This study has undertaken a holistic examination of important role of CSR and PR capability and their outcomes, namely customer orientation and price premium. Originality/value Understanding 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.
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Arizqa Setiadi, Nanda, Aida Saraswati, and Christina Dwi Astuti. "The Effect of Green Intellectual Capital On Competitive Advantage With Corporate Social Responsibility as A Mediating." Devotion Journal of Community Service 3, no. 12 (October 13, 2022): 1110–21. http://dx.doi.org/10.36418/dev.v3i12.232.

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Study this aim for knowing the effect of green intellectual capital (green relational capital, green human capital, and green structural capital) on competitive advantage with corporate social responsibility as a mediator. Study this using primary data collected through questionnaire google forms help. The population in the study are employees who have involvement with the division of R&D, marketing, HR, and departments' protection working environment in the company manufacturing area of Jakarta, Bogor, Depok, Tangerang, and Bekasi (JABODETABEK). The amount of sample used is as much as 260 with the use convenience sampling method. The analytical tool used in research is SPSS. Result study with the use of analysis multiple linear regression show that : (1) Green human capital, green relational capital, and green structural capital have an effect positive significant on competitive advantage, (2) Corporate social responsibility, green relational capital, green human capital, and green structural capital have an effective positive significant to competitive advantage, (3) Corporate social responsibility can mediate the effect of green relational capital, green human capital and green structural capital on competitive advantage
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Chang, Chong-Chuo, Han Yang, and Kun-Zhan Hsu. "Corporate Social Responsibility and Product Market Power." Economies 10, no. 6 (June 20, 2022): 151. http://dx.doi.org/10.3390/economies10060151.

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This study explores the impact of corporate social responsibility (CSR) on the product market power by examining listed firms on the Taiwan Stock Exchange and Taipei Exchange from 2005 to 2017. We use CSR awards as a social responsibility indicator, and the results show a positive relationship between CSR and excess price-cost margins (market share), supporting the thesis that firms that value CSR activities can strengthen the competitive advantage of products in the market.
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Fish, Alan J., and Jack Wood. "Promoting a strategic business focus to balance competitive advantage and corporate social responsibility – missing elements." Social Responsibility Journal 13, no. 1 (March 6, 2017): 78–94. http://dx.doi.org/10.1108/srj-04-2016-0054.

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Purpose This paper aims to highlight dysfunctional multi-stakeholder relations and negative business outcomes, evidenced in lose/lose results, exacerbated by failure to acknowledge strategic business focus as a means to redress problematic business thinking and practice amongst key leadership teams associated with achieving balance between competitive advantage and corporate social responsibility. Design/methodology/approach The reframed strategic business focus has been developed using Eastern philosophy and Western organization theory and refers to four case examples of dysfunctional business thinking and practice. Findings Strategic business focus results from an interdependent and complementary positive mediating relationship between competitive advantage and corporate social responsibility, which is moderated by organization culture (organization core values, including shared value) and strategic human resource management (talent and mindset). Research limitations/implications Strategic business focus as proposed has not been empirically tested but seeks to address a conceptualization that competing business and stakeholder agendas are interdependent and complementary. Practical implications Strategic business focus seeks to redress traditional win/lose and lose/lose business outcomes, by supporting win/win results, represented by shared value amongst multi-stakeholders. Social implications Strategic business focus seeks to provide a means whereby corporate social responsibility, particularly the social contract, plays a key role in the decisions and practices of key leadership teams and the behaviour of corporate staff in host environments when seeking competitive advantage. Originality/value Eastern thinking and behaviour are usually undervalued in the western business literature, particularly in western business practice. Joint attention, however, may improve competitive advantage and corporate social responsibility agendas in support of diverse management practices, including shared value.
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Abubakar, Ahmed, Shweta Belwal, Nuhu Mohammed, and Umaru Danladi Mohammed. "Sustainable Competitive Advantage through Corporate Social Responsibility (CSR) and Green Behavior Strategies." Discrete Dynamics in Nature and Society 2022 (March 7, 2022): 1–8. http://dx.doi.org/10.1155/2022/3734707.

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Driven by the pursuit of sustainable competitive advantage and consideration of the impact of corporate social responsibility activities on society and the need for environmentally friendly behaviors to improve companies’ sustainable performance, this study investigates the impact of corporate social responsibility (CSR) on firm performance through the use of green behavior. An empirical survey was carried out, data was collected from 176 respondents, constituting a 61.8% response rate of the sample of 278 employees, and the hypotheses derived from the literature review were tested using structural equation modeling. Firm performance was empirically found to be significantly impacted by both CSR and green behavior. Furthermore, the findings suggest that green behavior mediates the relationships between CSR and firm performance. By establishing the mediating role of green behavior, the study contributes to and expands the literature on firm performance and sustainable competitive advantage. Companies, thereby adopting green behavior, can enhance a firm’s performance and attain a sustainable competitive advantage.
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Mai, Ngoc Khuong, An Khoa Truong Nguyen, and Thanh Thuy Nguyen. "Implementation of Corporate Social Responsibility Strategy to Enhance Firm Reputation and Competitive Advantage." Journal of Competitiveness 13, no. 4 (December 31, 2021): 96–114. http://dx.doi.org/10.7441/joc.2021.04.06.

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Corporate social responsibility (CSR) is an important strategy for firms to gain a positive reputation. This study aims to identify the mediating role of firm reputation on the relationships of CSR dimensions (economic, legal, ethical, philanthropic and environmental) and competitive advantage, and how a firm directly gains competitive advantage through CSR implementation. Data were collected by surveying 869 managers, as representatives of small and medium enterprises, and large enterprises, in the trade and service, real estate and manufacturing sectors in Vietnam. Then, SmartPLS 3.0 software and the partial least squares structural equation modelling method were used to process the data and test the hypotheses. The empirical results are impactful and enhance the existing literature on strategic management. The results show that implementing environmental, ethical, philanthropic and legal CSR activities contribute positively to increase the firm reputation and thus generating competitive advantage. The findings indicate that the implementation of economic CSR activities does not enable firms to gain a reputation. In contrast, active involvement in environmental CSR activities results in building firm reputation, thereby creating a source of competitive advantage for firms. The study provides guidelines for top-level management to adjust their CSR strategies more effectively to improve reputation and competitive advantage.
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30

Górny, Adam. "Influence of corporate social responsibility (CSR) on safety culture." Management 18, no. 1 (May 1, 2014): 43–57. http://dx.doi.org/10.2478/manment-2014-0004.

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Abstract Both safety culture and corporate social responsibility are essential drivers of enterprise value. By recognizing and adopting the principles of social responsibility, an organization may achieve a lasting competitive advantage on its markets. In their overall efforts, organizations must not ignore the need to care for the working environment and treat their workers in a proper way. As it turns out, measures conducted in the pursuit of social responsibility may be derived from a company’s emerging safety culture, which is equally important for an enterprise’s competitive position.
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Zhao, Xiaoyang, Justin Tan, and Shuxin Zhong. "THE TRADE-OFF BETWEEN CORPORATE SOCIAL RESPONSIBILITY AND COMPETITIVE ADVANTAGE: A BIFORM GAME MODEL." Technological and Economic Development of Economy 28, no. 2 (February 10, 2022): 463–82. http://dx.doi.org/10.3846/tede.2022.16321.

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This paper uses a biform game model to study firms’ trade-offs between corporate social responsibility (CSR) and competitive advantage. We focus on the context in which a competitive advantage may lead to a non-profitable scenario. It is possible that the first mover’s investment in competitive strength may deter itself from the market, which encourages firms’ investment in CSR over competitive strength. As a result, in some circumstances, firms may actively choose a CSR strategy over a competitive strategy. Our results show that (1) technological characteristics, (2) industrial structure, and (3) institutional environments are factors that influence the rational equilibrium of our model and the balance between competitive advantage and CSR. The mechanism and boundary on how firms make trade-offs between CSR activities and competitive strength are exhibited by our model, which provides a framework for decision-making and adds new insights into the strategic balance between market and non-market strategies.
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Kowalska, Katarzyna. "Network organizations and corporate social responsibility." Oeconomia Copernicana 7, no. 4 (December 31, 2016): 653. http://dx.doi.org/10.12775/oec.2016.036.

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Network organizations largely determine the competitive advantage today. Collaboration between companies and their success is based primarily on the image and trust. The network relations management is included in the supply chain, and the more complicated the chain, the more " fuzzy " the responsibility for the external effects of the business. In practice, network relationships result in numerous abuses, mostly in relations with competitors, customers and clients. However, it can be assumed that increasing competition, also on the Polish market, will force companies to apply socially responsible practices, also in the context of cooperating with local enterprises. The concept of corporate responsibility (CSR – Corporate Social Responsibility) is, in Polish conditions, a relatively unpopular concept, and the rare practice, especially among domestic enterprises. The situation is different on the Western Europe markets or in the USA. Companies operating in these markets are obliged to adapt the business standards to expectations of various stakeholders, and also contractors. The aim of the article is an attempt to justify the socially responsible practices by companies in today's and future market conditions. In addition, the article aims to describe network connections, different types of these relations, but also various methods and tools of improving existing network relations. In the context of socially responsible business, it seemed important to also analyze the relationships between organizational culture and actual practices taken by companies.
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Clark, Adam, Steve Kofford, Barclay Burns, and Lyda S. Bigelow. "Perceived Authenticity as a Driver of Competitive Advantage from Corporate Social Responsibility." Academy of Management Proceedings 2018, no. 1 (August 2018): 18741. http://dx.doi.org/10.5465/ambpp.2018.18741abstract.

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Nguyen, Khoa Truong An, Ngoc Khuong Mai, and Le Nha Ca Nguyen. "The impact of corporate social responsibility practices on competitive advantage: Vietnamese evidence." International Journal of Management and Enterprise Development 20, no. 2 (2021): 177. http://dx.doi.org/10.1504/ijmed.2021.10041270.

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Nguyen, Khoa Truong An, Ngoc Khuong Mai, and Le Nha Ca Nguyen. "The impact of corporate social responsibility practices on competitive advantage: Vietnamese evidence." International Journal of Management and Enterprise Development 20, no. 2 (2021): 177. http://dx.doi.org/10.1504/ijmed.2021.117906.

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Nguyen, Khoa Truong An, Ngoc Khuong Mai, and Le Nha Ca Nguyen. "The impact of corporate social responsibility practices on competitive advantage: Vietnamese evidence." International Journal of Management and Enterprise Development 20, no. 2 (2021): 177. http://dx.doi.org/10.1504/ijmed.2021.117906.

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37

Bedawy, Randa El, and Zeinab Shawky. "Upholding Competitive Advantage through Endorsing Corporate Social Responsibility: Case Study Pepsico Egypt." Procedia - Social and Behavioral Sciences 106 (December 2013): 3216–34. http://dx.doi.org/10.1016/j.sbspro.2013.12.371.

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38

Mehmood, Khawaja K., and Jalal Rajeh Hanaysha. "Impact of Corporate Social Responsibility, Green Intellectual Capital, and Green Innovation on Competitive Advantage." International Journal of Human Capital and Information Technology Professionals 13, no. 1 (January 2022): 1–14. http://dx.doi.org/10.4018/ijhcitp.293232.

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The concept of green intellectual capital has gained substantial popularity in context of pressures from competition, environmental forces, and mounting stakeholders’ expectations for environment protection. Scholars have, investigated about the antecedents and consequences of green intellectual capital. However, those investigations look inexhaustive in terms of the research frameworks and contexts employed therein. Based on the systematic literature review, this paper builds a better model involving, both, antecedents and consequences of green intellectual capital. The model proposes that corporate social responsibility is a factor leading to green intellectual capital. Additionally, green intellectual capital leads to green innovation resulting in competitive advantage for firms. Importantly, the model acknowledges contingency theory and suggests that the relationship between corporate social responsibility and green innovation could be moderated by the extent to which a firm is visible to general public for its activities as well as the extent to which the firm is transparent.
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Esparza Rodríguez, Saúl Alfonso, Jaime Apolinar Martínez-Arroyo, Enrique Esquivel Fernández, and Gabino García Tapia. "Corporate Social Responsibility Practices at PEMEX: An Analysis on stakeholders." Tiempo y economía 9, no. 2 (May 20, 2022): 172–91. http://dx.doi.org/10.21789/24222704.1829.

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Nowadays, adopting an organizational approach focused on sustainable practices aimed at promoting the responsible use of resources can represent a competitive advantage for companies, which can thus keep costs low and reputation high. An example of a company that adopts this approach is Petróleos Mexicanos (PEMEX). For this research, an analysis of the external management structure of the company –whose Interest Groups includes indigenous communities, civil society, government, media, suppliers and customers— was carried out based on the information provided on its website. The evaluation of the organization’s performance in terms of its relationship with relevant stakeholders includes the annual reports provided by the company, using a matrix that includes the results obtained each year in terms of stakeholder management. The results show a decreasing tendency of the company on its investment in socially responsible practices, which contradicts the justification of such investment to promote and boost the competitive advantage of the company.
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Siyal, Saeed, Riaz Ahmad, Samina Riaz, Chunlin Xin, and Tang Fangcheng. "The Impact of Corporate Culture on Corporate Social Responsibility: Role of Reputation and Corporate Sustainability." Sustainability 14, no. 16 (August 15, 2022): 10105. http://dx.doi.org/10.3390/su141610105.

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The issues surrounding corporate sustainability (CS), which have gained importance in organizational theory and practice that could help in gaining a competitive advantage, are becoming complex and far-reaching. Competitive advantage could decline if CS will not be maintained. Various factors affect CS. Among those, corporate social responsibility (CSR) practices, organizational culture (OC), and reputation (R) are important factors to consider for improving corporate sustainability. Therefore, the current study objective was to investigate the impact of OC on CSR in the hospitality industry. In addition, the mediating role of R between CSR and CS has been analyzed. The data were collected through a self-administered questionnaire from 350 managers, who were working in the hospitality industry across the country, by using a convenient sampling technique to test the proposed hypotheses empirically and validate the findings. Using a cross-research design and a quantitative-research approach, the partial least squares structural equation modeling (PLS-SEM) findings indicated a positive impact by OC, CSR, and R on CS. Based on these findings, the study has practical and theoretical implications for researchers and practitioners. Moreover, the current study is also considered to be a pioneer study, contributing to the related findings in the previous literature specifically in the context of Pakistan.
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Shuraim, Abdullah, and Mohan B. Biradar. "Social Responsibility and its Impact on Competitive Advantage of Service Business Organisations : A field study on mobile phone companies in Yemen." Studies in Economics and Business Relations 1, no. 1 (January 3, 2021): 48–65. http://dx.doi.org/10.48185/sebr.v1i1.47.

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This present study aims to investigate the effect of social responsibility (SR) on achieving the competitive advantage of service business organizations. The study is conducted on mobile phone companies in Yemen. The study uses a sample of 99 employees working in the main offices of these companies in Sana’a. The data of the study was collected through a self-administered Likert questionnaire survey. As being the most appropriate method to implement this study, descriptive statistical method was adopted to analyze the results. The findings indicate a positive role of the application of social responsibility in achieving the competitive advantage in mobile phone companies in Yemen. The study recommends that policymakers, regulators and companies should put strict disciplines and adopt different strategies to enhance the role of social responsibility. The study contributes to the strand literature of social responsibility. It addresses the issue of corporate social responsibility in a low-income country which opens an insight for regulators, policymakers, analysts, academicians and managers into the role of corporate social responsibility.
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Barić, Andrija. "Corporate social responsibility and stakeholders: Review of the last decade (2006–2015)." Business Systems Research Journal 8, no. 1 (March 28, 2017): 133–46. http://dx.doi.org/10.1515/bsrj-2017-0011.

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AbstractBackground: Globalization, strong development of information-communication technologies and the emergence of new burning challenges for the global communities enabled the concept of corporate social responsibility to be perceived as a business model that allows for successful differentiation of companies, as well creating sustainable competitive advantage. Objective: The goal of the paper is to offer a short overview of the role of internal and external stakeholders within the concept of corporate social responsibility and point out the importance of quality relationships between the company and its stakeholders with the aim of improving the standard of living of all community members. Methods/approach: The paper is based on a systematic analysis of previously published relevant international scientific papers in the field of corporate social responsibility, stakeholder theory and information-communication technologies. Results: This paper demonstrates that the concept of corporate social responsibility has gone, in its several decades of existence, from the "unnecessary dependency" phase to the critical business model phase. Conclusions: As there is a natural connection between the concept of corporate social responsibility and the stakeholders, it can be concluded that the quality of the relationship between the company and its stakeholders represents a key factor that affects the success of the company in its notion of differentiating itself from competitors and creating sustainable competitive advantage.
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Sharma, Zenu, and Liang Song. "Corporate social responsibility (CSR) practices by SIN firms." Asian Review of Accounting 26, no. 3 (September 10, 2018): 359–72. http://dx.doi.org/10.1108/ara-06-2017-0102.

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Purpose The purpose of this paper is to examine corporate social responsibility (CSR) practices of SIN firms. SIN firms are firms from controversial sectors such as tobacco, alcohol, gambling and firearms. Design/methodology/approach This paper explains contrasts CSR practices of SIN firms with similar size and industry non-SIN counterparts. Findings This paper shows that SIN firms conduct more CSR practices than non-SIN firms. This paper also finds that CSR practices of SIN firms are value relevant only when these firms are performing below their peers. Originality/value The motivation for SIN firms to engage in higher CSR is the competitive advantage hypothesis and not moral rebalancing.
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Hang, Nguyen Phan Thu, and Le Dinh Nghi. "Impacting Corporate Social Responsibility on Business Benefits: A Case Study of Small and Medium Enterprises in Ho Chi Minh City." Journal of Hunan University Natural Sciences 49, no. 1 (January 28, 2022): 305–13. http://dx.doi.org/10.55463/issn.1674-2974.49.1.36.

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Nowadays, any world economic organization or product exporter must comply with social responsibility policies: Protect the environment, products are safe for consumers, have policies that respect and ensure benefits for employees, etc. The better the enterprise demonstrates its social responsibility, the higher its competitive advantage. In addition, social responsibility also helps increase long-term profits for businesses: In the short term, in the early stages, companies will face the cost problem when implementing social responsibility: waste treatment systems to protect the environment, modern machines to increase productivity and quality, standard protective clothing to protect workers, etc. However, in the long term, the investment activities of enterprises will bring about significant increases in profits by building brands, trust, and loyalty with consumers. In addition, businesses can quickly bring their products to international markets because they comply with social responsibility standards. Social responsibility, in general, will help enterprises to increase competitive advantages and develop sustainably. Thus, the author surveyed 550 managers working for the corporate social responsibility of 275 small and medium enterprises in HCMC. The author analyzed the key factors impacting corporate social responsibility (CSR) and CSR affecting business benefits. The author applied structural equation modeling (SEM). Finally, the scientific novelty showed five factors affecting corporate social responsibility for business benefits of SMEs in HCMC with a significance of 1.0 percent. Five elements included (1) Environment, (2) Employees, (3) Customers, (4) Suppliers, and (5) Community. It is critical to spread and educate about social responsibility and perfect the legal framework for its execution to fulfill corporate social responsibility in Vietnam.
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Osobajo, Oluyomi A., Olushola E. Ajide, and Afolabi Otitoju. "Fostering Sustainable Development: A Corporate Social Responsibility Approach." Journal of Management and Sustainability 9, no. 2 (August 29, 2019): 62. http://dx.doi.org/10.5539/jms.v9n2p62.

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Corporate social responsibility (CSR) is the sacrificing of profits in the social interest of the public for sustainable management in an economical, ecological and social manner. It is the use of assets responsibly to create a competitive advantage and promote sustainable development. It is a series of interventions by companies to ameliorate externalized impact or the avoidance of conflicts. This article argues that CSR could be used as a tool for the attainment of sustainable development in the global south. Our aim is that companies should understand the critical role that CSR could play and adopt a corporate strategy that would use CSR to advance and enhance the value of the organization, thereby positively to impact the society.
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46

Zybareva, Oksana, and Tetiana Voroniuk. "THE POTENTIAL OF CORPORATE SOCIAL RESPONSIBILITY IN THE COMPETITIVENESS MANAGING SYSTEM OF AN ENTERPRISE." BULLETIN OF CHERNIVTSI INSTITUTE OF TRADE AND ECONOMICS I, no. 85 (March 16, 2022): 104–22. http://dx.doi.org/10.34025/2310-8185-2022-1.85.09.

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In modern economic conditions social responsibility is the key strategic direction of the formation of competitive advantages of a company. Nowadays CRS is the company’s reaction to global market requirements and the concentration of consumer attention around environmental and social problems of the country. A socially responsible company has advantages that make it more competitive, among them a better business reputation, higher business value and consumer confidence, priority in obtaining of investment resources, comprehensive support from local authorities etc. The analysis of competitiveness ratings had shown that Ukraine significantly lags behind the world's leading economies. It requires finding of the new competitive advantages for Ukrainian enterprises, one of which is social responsibility. In contrast to Ukrainian enterprises, especially small and medium-sized businesses, where CSR practices are not widespread, social responsibility in foreign companies’ activities is not only a strict formulation of their corporate strategy, but also fully correlates with the priorities and objectives of the Sustainable Development Goals. The article highlights practical aspects of corporate social responsibility based on the use of the CSR pyramid, research ratings and situational analysis of the experience of socially targeted activities of McDonald’s and Starbucks. What the analyzed companies have in common is an exclusive social mission, a developed plan and measures of corporate social responsibility, which are implemented at all four levels of the CSR pyramid, which allows Ukrainian companies to use their experience. However, in contrast to Western corporations, the economic component of social responsibility remains the best in Ukrainian realities, and the development of an ethical component as a basis hampers the manifestation of a shadow approach to doing business. Based on the study of social responsibility of the world's leading restaurant chains, the pyramid of social responsibility for domestic restaurants (for example, coffee shops) has been proposed. The mechanism of forming the competitive advantage through the development of socially-componential activities for restaurant enterprises had substantiated in the article. That ensures the acquisition of socially value of enterprises, which will increase its competitiveness.
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47

Mahmood, Faisal, Faisal Qadeer, Usman Sattar, Antonio Ariza-Montes, Maria Saleem, and Jaffar Aman. "Corporate Social Responsibility and Firms’ Financial Performance: A New Insight." Sustainability 12, no. 10 (May 21, 2020): 4211. http://dx.doi.org/10.3390/su12104211.

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A vast stream of literature has investigated the effect of corporate social responsibility (CSR) on firms’ financial performance (FFP). However, this effect has remained unclear and undecided. For instance, numerous studies have examined the direct impact of firms’ CSR initiatives on FFP, as well as examining various mechanisms to explain this relationship, but found inconsistent results. The indecisive results indicate that researchers lack consensus to define a mechanism to understand how and under what conditions CSR can affect FFP. Thus, this research aims to investigate how firms’ CSR perception and disclosure derive accounting- (return on equity: ROE, earnings per share: EPS), market- (Tobin Q) and perception-based firms’ financial performance through the mediation of competitive advantage and boundary conditions of family ownership and CEO narcissism. This research underpins the theoretical lens of the resource-based view to derive hypotheses. The research design employed in this study is quantitative, and the approach to theory development is deductive. Multi-method and multi-source data with temporal breaks are collected from 60 manufacturing firms listed on the Pakistan Stock Exchange (PSE). Primary data are collected from the top and middle managers, while secondary data are collected from the annual reports published by these firms. This research found that competitive advantage significantly mediated the indirect impact of perceived CSR and disclosure on FFP. Further, this relationship is strengthened by the contingencies of family ownership and CEO narcissism. Our results will assist the management of the firms to understand the implications of CSR perceptions and disclosure to derive a competitive advantage that ultimately translates into the firms’ financial performance. Further, this research also revealed that managers should concentrate on the boundary conditions of family ownership and CEO narcissism as well. In particular, this research contributes to understand why CSR is viewed to have a strategic importance for the firms and how a resource-based perspective might be utilized in such endeavors.
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Saeidi, Sayedeh Parastoo, Mohd Shahwahid Haji Othman, Parvaneh Saeidi, and Sayyedeh Parisa Saeidi. "Mediating Role of Competitive Advantage Between Corporate Social Responsibility and Firm’s Sales Growth." Advanced Science Letters 23, no. 9 (September 1, 2017): 8420–24. http://dx.doi.org/10.1166/asl.2017.9902.

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49

Raluca Gh. Popescu and Popescu. "An Exploratory Study Based on a Questionnaire Concerning Green and Sustainable Finance, Corporate Social Responsibility, and Performance: Evidence from the Romanian Business Environment." Journal of Risk and Financial Management 12, no. 4 (October 18, 2019): 162. http://dx.doi.org/10.3390/jrfm12040162.

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Green and sustainable finance, corporate social responsibility and financial and non-financial performance are attracting widespread interest due to the challenging times that the business environment is currently facing. Moreover, green and sustainable finance, corporate social responsibility, and intellectual and human capital have become central issues in measuring organizations’ success, competitive advantage and influence on the marketplace. This scientific paper seeks to address the relationship between corporate social responsibility, intellectual capital and performance, providing valuable insights and relevant evidence from a Romanian business environment. The questionnaire method was used for the targeted research objectives, which referred to: (a) Romanian organizations and local community understanding of green and sustainable finance, corporate social responsibility and intellectual capital; (b) corporate social responsibility actions taken by Romanian organizations and the local community; (c) main drivers of corporate social responsibility and intellectual capital in Romanian organizations; and (d) ways to enhance financial and non-financial performance of Romanian organizations with the aid of corporate social responsibility and intellectual capital. The findings support the idea of a strong relationship between corporate social responsibility, intellectual capital and performance in the Romanian business environment. Our work shows that, broadly speaking, Romanian entities operate on a socially responsible level, being aware of the importance and the advantages brought by both corporate social responsibility and intellectual capital when it comes to enhancing profit, productivity and performance. Our results are highly encouraging and may be validated by a larger sample size.
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Nuryanto, Uli Wildan, and Sukma Indrakusumah. "PENINGKATAN KEUNGGULAN BERSAING MELALUI PENGEMBANGAN MODEL GOOD CORPORATE GOVERNANCE & CORPORATE SOCIAL RESPONSIBILITY PADA SUBHOLDING PERTAMINA HULU ENERGI REGIONAL 1." National Conference on Applied Business, Education, & Technology (NCABET) 2, no. 1 (October 31, 2022): 307–33. http://dx.doi.org/10.46306/ncabet.v2i1.90.

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The increasingly fierce business competition in the current era of globalization, also the high risk that can be caused by the operational activities of companies engaged in oil and gas both to internal and external parties, plus the social problems that can arise from the operational activities of oil and gas companies due to public dissatisfaction have encouraged companies to has a valuable competitive advantage and solves such complex problems, including for Sub holding of Pertamina Hulu Energy regional 1 which is located on Sumatera Island which is famous for being rich in oil and gas, but in reality the poverty rate of the population around the company's operational activities is still very high. For this reason, this research was carried out using GCG and CSR variables as predictors of competitive advantage, where researchers conducted instructions on the variables through the dimensions of each latent variable that would be tested into the research model. The research was conducted for 9 months starting from January to September 2022, using a quantitative approach, survey method and the analysis method using structural equation model (SEM) PLS. The number of indicators used in this study were 32 indicators. The sampling technique used is simple random sampling of 160 respondents to people and community around the company's operational activities. The results show that 32 indicators used in the model have good validity and reliability. The goodness of fit results from the model built have a good predictive relevance with coefficient of determination for economic dimension is 63.3%, while the environmental dimension is 72.3%, the social dimension is 62.9%, and competitive advantage is 81.7 %. The results of the Q2 and GoF index show the model has a high level of model fitness. The results of the fifteen hypotheses proposed in this study are accepted, show the importance of managing the GCG and CSR dimensions to increase competitive advantage of the company
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