Recent conceptualization of built-in versus bolted-on corporate social responsibility (CSR) initiatives has offered a much-needed distinguishing framework to sophisticate our understanding of why different CSR initiatives yield varying corporate social performance (CSP) and associated recognition from stakeholders. One of the major roadblocks in conducting research on these two types of CSR initiatives is the absence of a valid and reliable measure. We address this void by developing a measure for bolted-on versus built-in CSR that relies on coding publicly available content. Our measure of these two types of CSR initiatives tests favorably for both convergent and discriminant validity and inter-rater reliability. Advancement of such a measurement instrument will positively contribute to CSR research, enabling scholars to better theorize the linkage between CSR and reputation, and other aspects of firm performance.

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The paper examines the case of the burgeoning coffee café industry in India and seeks to explore whether a firm's performance outcomes relative to order entry are influenced by its rivals' strategic agility. Within the context of the coffee café industry, this investigation illustrates a global category leader's inability to leverage follower strategies when delay of market entry occurred. Starbucks, the coffee café category leader applied a latecomer strategy in an attempt to exploit first mover disadvantages of free-rider ability, the in-agility of an entrenched incumbent and the building of an enhanced level of information. Through the lens of CCD's strategic response, propositions are offered for consideration suggesting a local incumbent may successfully counter an attack from a strong global brand through a combination of three meta-capabilities of strategic sensitivity, leadership unity, and resource fluidity.

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