Corporate Social Responsibility, Entrepreneurship, and Innovation

Amaeshi, Kenneth; Nnodim, Paul; Osuji, Onyeka K.

doi:10.4324/9780203081945

Cited by 20 publications

(17 citation statements)

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“…Therefore, felt responsibility for constructive change is intentional and involves active participation in future achievement that extends beyond collaboration in existing work. Much research has focused on the social corporate responsibility of entrepreneurs, which is the external aspect of entrepreneurs' responsibility (Amaeshi et al, 2013;Tiba et al, 2019), but it has rarely focused on entrepreneurs' internal responsibility, such as felt responsibility for constructive change. From the perspective of self-determination theory, felt responsibility for constructive change reflects the extent to which individuals internalize the value of constructive change (Bindl and Parker, 2011).…”

Section: Literature Reviewmentioning

confidence: 99%

Entrepreneurs’ Felt Responsibility for Constructive Change and Entrepreneurial Performance: A Moderated Mediation Model of Technology Action and Market Orientation

Wang

2021

Front. Psychol.

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Drawing on self-determination theory, we examine the mechanism through which entrepreneurs’ felt responsibility for constructive change affects entrepreneurial performance and how market orientation affects the influencing mechanism. A questionnaire survey was conducted with 424 entrepreneurs in China. The results show that entrepreneurs’ felt responsibility for constructive change is positively related to technology action and entrepreneurial performance, and technology action mediates the relationship between entrepreneurs’ felt responsibility for constructive change and entrepreneurial performance. In addition, market orientation moderates the relationship between technology action and entrepreneurial performance such that the relationship is stronger when the market orientation is higher. Our findings suggest that when entrepreneur feel responsible for constructive change, they tend to take technology actions to achieve their goals and improve the long-term development of ventures. It is also important for entrepreneurs to hold a market orientation, which helps them be aware of changes in customer needs rather than blindly focusing on the use of the latest technologies. Our study is pioneering in exploring entrepreneurs’ felt responsibility for constructive change in the entrepreneurial context, advancing the research on entrepreneurship psychology.

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Section: Literature Reviewmentioning

confidence: 99%

Entrepreneurs’ Felt Responsibility for Constructive Change and Entrepreneurial Performance: A Moderated Mediation Model of Technology Action and Market Orientation

Wang

2021

Front. Psychol.

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“…Another example of positive corporate externalities includes the salaries of employees that directly or indirectly impact positively on the local economy (i.e., multiplier effects). It could also be the extra cost voluntarily incurred by a producer to go beyond the minimum expected by regulation , or the provision of education and other social infrastructure by firms through philanthropic or other corporate citizenship activities (Amaeshi et al, 2013;Amaeshi, 2010). However, given that the negative externalities often generate the fiercest criticisms against the shareholder model of the firm, we present an opportunity to address these negative externalities.…”

Section: The Pursuit Of Shareholder Value and The Governance Of Its Cmentioning

confidence: 99%

“…Windsor (2006) describes this approach as the 'expansive public policy' role of CSR. This governance perspective of CSR, often neglected in the literature and practice (Windsor, 2006;Amaeshi et al, 2013), is particularly crucial for firms operating in environments characterised by weak public regulatory enforcement and governance. Such business environments often offer more incentives for businesses to externalise negative impacts than to behave responsibly (Bakre, 2007;Amaeshi et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

Corporate social responsibility strategies in Nigeria: a tinged shareholder model

Adegbite

Amaeshi²,

Nakpodia

et al. 2020

Self Cite

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Purpose This paper aims to examine two important issues in corporate social responsibility (CSR) scholarship. First, the study problematises CSR as a form of self-regulation. Second, the research explores how CSR strategies can enable firms to recognise and internalise their externalities while preserving shareholder value. Design/methodology/approach This study uses a tinged shareholder model to understand the interactions between an organisation’s CSR approach and the effect of relevant externalities on its CSR outcomes. In doing this, the case study qualitative methodology is adopted, relying on data from one Fidelity Bank, Nigeria. Findings By articulating a tripodal thematic model – governance of externalities in the economy, governance of externalities in the social system and governance of externalities in the environment, this paper demonstrates how an effective combination of these themes triggers the emergence of a robust CSR culture in an organisation. Research limitations/implications This research advances the understanding of the implication of internalising externalities in the CSR literature in a relatively under-researched context – Nigeria. Originality/value The data of this study allows to present a governance model that will enable managers to focus on their overarching objective of shareholder value without the challenges of pursuing multiple and sometimes conflicting goals that typically create negative impacts to non-shareholding stakeholders.

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“…Fang (2013), for example, proposed the topic as a system with backgrounds or inputs (Zahra, 1986), transformations or process (Kuratko & Audretsch, 2013) and outputs or effects (Cao, Simsek, & Jansen, 2015;Zortea-Johnston, Darroch, & Matear, 2012). For him, the system is encouraged by the market triggers i.e., competition, dynamism and heterogeneity in market demands (Zahra, 1991)-, and the stakeholders´ needs (Amaeshi, Nnodim, & Osuji, 2013;Carroll, 1999;Casson, 1982;Schwartz & Carroll, 2003;Shanne & Venkataraman, 2000). A context that turns on the system inputs, related to the organizational strategies i.e., governance policies (Bird, 1988), and organizational factors (Burgelman, 1983a) -i.e., culture, human resources practices (Hornsby et al, 2009), capacities and resources (Kuratko, Montagno, & Hornsby, 1990), leadership characteristics (Ling, Simsek, Lubatkin, & Veiga, 2008), information system (Kuratko, 2010), technological capabilities (Martín-Rojas, Fernández-Pérez, & García-Sánchez, 2016) and company features (Álvarez-Herranz, Valencia-De-Lara, & Martínez-Ruiz, 2011).…”

Section: Introductionmentioning

confidence: 99%

The impact of employees’ job stress and career satisfaction over corporate entrepreneurship management linked to social responsibility

Escobar-Sierra¹,

Calderón-Valencia²

2021

JESI

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The purpose of the present study is to analyze how employees´ job stress and career satisfaction impact corporate entrepreneurship management linked to social responsibility in a Colombian Information Technology company. For that purpose, we review the evolution of the corporate entrepreneurship concept, as part of innovation models and as an explicit research term, in a specific context, where organizations need to take into account stakeholders' needs. Once completed the review, we present the research methodology with a quantitative approach, where we triangulate or compare the results of an artificial neural network and classification tree, for the job stress and career satisfaction surveys´ of 110 employees. The results finally suggest that only the job stress impact the corporate entrepreneurship management linked to social responsibility. At the same time, career satisfaction does not seem to have significant effects over it, in the IT Company.

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Corporate Social Responsibility, Entrepreneurship, and Innovation

Cited by 20 publications

References 0 publications

Entrepreneurs’ Felt Responsibility for Constructive Change and Entrepreneurial Performance: A Moderated Mediation Model of Technology Action and Market Orientation

Entrepreneurs’ Felt Responsibility for Constructive Change and Entrepreneurial Performance: A Moderated Mediation Model of Technology Action and Market Orientation

Corporate social responsibility strategies in Nigeria: a tinged shareholder model

The impact of employees’ job stress and career satisfaction over corporate entrepreneurship management linked to social responsibility

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