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Full-Text Articles in Business
Social Performance Feedback And Firm Communication Strategy, Heli Wang, Ming Jia, Yi Xiang, Yang Lan
Social Performance Feedback And Firm Communication Strategy, Heli Wang, Ming Jia, Yi Xiang, Yang Lan
Research Collection Lee Kong Chian School Of Business
Although corporate social performance has become an important measure of firm performance, there is little understanding about how firms respond to social performance feedback and how impression management may function as an important firm response to the feedback. Building upon and extending the literature on the behavioral theory of the firm and the strategic use of language, we examine how discrepancies between firms’ social performance and their aspiration levels affect how firms use visual expressions in their CSR reports. In addition, we argue that the relationship between social performance discrepancies and the use of visual expressions in CSR reports is …
The Effects Of Csr Reputation And Csr Crisis Response Strategy On Investor Judgments, Clarence Goh
The Effects Of Csr Reputation And Csr Crisis Response Strategy On Investor Judgments, Clarence Goh
Research Collection School Of Accountancy
I use a controlled experiment to examine, in the context of CSR crises, whether investors’ investment judgments are influenced by a firm’s CSR reputation and CSR crisis response strategy. I find that for good CSR reputation firms, the use of a rebuild or deny crisis response strategy does not lead to improvements in investment judgments. However, for bad CSR reputation firms, the use of a deny response strategy leads to improvements in investment judgments while the use of a rebuild strategy does not.
Corporate Governance Meets Corporate Social Responsibility: Mapping The Interface, Rashid Zaman, Tanusree Jain, Georges Samara, Dima Jamali
Corporate Governance Meets Corporate Social Responsibility: Mapping The Interface, Rashid Zaman, Tanusree Jain, Georges Samara, Dima Jamali
Research outputs 2014 to 2021
Despite ample research on corporate governance (CG) and corporate social responsibility (CSR), there is a lack of consensus on the nature of the relationship between these two concepts and on how this relationship manifests across institutional contexts. Drawing on the national business systems approach, this article systematically reviews 218 research articles published over a 27-year period to map how CG–CSR research has evolved and progressed theoretically and methodologically across different institutional contexts. To shed light on the full gamut of the CG–CSR relationship, we categorize and explore the nature of this relationship along two strands: (a) CSR as a function …
What Drives Companies To Do Good? A “Universal” Ordering Of Corporate Social Responsibility Motivation, Alwyn Lim, Shawn Pope
What Drives Companies To Do Good? A “Universal” Ordering Of Corporate Social Responsibility Motivation, Alwyn Lim, Shawn Pope
Research Collection School of Social Sciences
The classic question of why companies do corporate social responsibility (CSR) is central to much theoretical, regression-based, and experimental research. Guiding research into this question is a tripartite schema of normative, instrumental, and political CSR motivations that has become increasingly established in the CSR literature. This paper challenges the schema’s status as a typology of equally plausible alternatives through an integration and analysis of a worldwide literature of 120 existing academic surveys on CSR motivation. Rather, the paper reformulates the schema into a surveyed ordering of CSR motivations that might be called “universal” in having remarkable stability across time periods, …
Why Companies Practice Corporate Social Responsibility, Shawn Pope, Alwyn Lim
Why Companies Practice Corporate Social Responsibility, Shawn Pope, Alwyn Lim
Research Collection School of Social Sciences
The article discussed why companies practice corporate social responsibility (CSR) and their meta-analysis of 200 surveys over 20 years found that CSR is often embraced as a “halo” strategy.
Stakeholderism, Corporate Purpose, And Credible Commitment, Lisa Fairfax
Stakeholderism, Corporate Purpose, And Credible Commitment, Lisa Fairfax
All Faculty Scholarship
One of the most significant recent phenomena in corporate governance is the embrace, by some of the most influential actors in the corporate community, of the view that corporations should be focused on furthering the interests of all corporate stakeholders as well as the broader society. This stakeholder vision of corporate purpose is not new. Instead, it has emerged in cycles throughout corporate law history. However, for much of that history—including recent history—the consensus has been that stakeholderism has not achieved dominance or otherwise significantly influenced corporate behavior. That honor is reserved for the corporate purpose theory that focuses on …
Repurposing The Corporation Through Stakeholder Markets, Lynn M. Lopucki
Repurposing The Corporation Through Stakeholder Markets, Lynn M. Lopucki
UF Law Faculty Publications
Corporate social responsibility (CSR) is immensely popular. Rhetorically, nearly all public corporations have committed to it. But corporations don’t act responsibly. That is because no system exists by which their responsibility levels can be measured and rewarded or punished. Thousands of organizations worldwide are engaged in a cooperative effort to build such a system. After two decades of work, the system is almost entirely in place. It may become effective in the next two to three years. When it does, the system will continually measure and report publicly as many as a thousand audited data points on the CSR of …