Corporate Social Responsibility in a Business Purchasing Context: The Role of CSR Type and Supplier Product Share Size

Hietbrink, Joop Joost C; Berens, Guido; Rekom, Johan van

doi:10.1057/crr.2010.24

Cited by 23 publications

(21 citation statements)

References 28 publications

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“…Finding a relationship between environmental supplier development and buying firm environmental reputation (with the latter reflecting customer perception next to media and industry perception) lends support to Deephouse and Heugens (), Hietbrink et al. (), and Carter and Jennings (), who point to rising customer awareness of corporate social responsibility (CSR) issues in the supply chain. Interestingly, however, some scholars find contrary evidence in this regard.…”

Section: Theoretical Implicationsmentioning

confidence: 73%

“…; Hietbrink et al. ). Therefore, customers might demand products that are guaranteed to be manufactured end‐to‐end with low emissions and without harmful waste materials (Carter and Jennings ).…”

Section: Antecedents Of Environmental Supplier Developmentmentioning

confidence: 98%

“…Customers, in their scrutiny of environmental issues, increasingly consider activities in the upstream supply chain and thus beyond the firm's own production processes (Ciliberti et al 2009;Hietbrink et al 2010). Therefore, customers might demand products that are guaranteed to be manufactured end-to-end with low emissions and without harmful waste materials (Carter and Jennings 2004).…”

Section: Customer Environmental Pressuresmentioning

confidence: 99%

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Environmental Development of Emerging Economy Suppliers: Antecedents and Outcomes

Ehrgott

Reimann

Kaufmann

et al. 2013

J of Business Logistics

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A s supply chains spread toward emerging economies, Western buying firms frequently face the question of whether they should commit resources to develop their suppliers in these regions in terms of environmental issues. Supplier development researchers have just begun to consider environmental aspects, and thus far, the peer-reviewed literature has remained primarily qualitative, and often descriptive. Largescale empirical evidence indicating the antecedents and benefits of environmental supplier development for a buying firm is still scarce. Addressing this gap, we use stakeholder theory to complement and extend the work of Ehrgott et al. (2011) and investigate how pressures from customers, governments, and employees act as antecedents to environmental supplier development. Furthermore, we build on the resource-based view to examine how supplier capabilities, buying firm environmental reputation, and organizational learning in the buying firm can result from such supplier development initiatives. We test the resulting model with a sample of 244 corporate procurement executives from the United States and Germany.

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Section: Theoretical Implicationsmentioning

confidence: 73%

Section: Antecedents Of Environmental Supplier Developmentmentioning

confidence: 98%

Section: Customer Environmental Pressuresmentioning

confidence: 99%

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Environmental Development of Emerging Economy Suppliers: Antecedents and Outcomes

Ehrgott

Reimann

Kaufmann

et al. 2013

J of Business Logistics

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“…Regarding B2B firms, little empirical research has examined how organizational buyers perceive and respond to the level of CSP of the firms from which they purchase. A small number of surveys and experiments indicate that organizational buyers might view higher CSP somewhat positively, preferring to purchase from firms that are more socially responsible (Biong, ; Hietbrink, Berens, & van Rekom, ; Homburg, Stierl, & Bornemann, ). According to these studies, the relationship between CSP and sales should be positive for B2B firms.…”

Section: Conceptual Background and Hypothesesmentioning

confidence: 99%

The effect of corporate social performance on the financial performance of business‐to‐business and business‐to‐consumer firms

Luffarelli

Markou

Stamatogiannakis

et al. 2019

Corp Soc Responsibility Env

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There exists a widespread managerial belief that higher corporate social performance (CSP) increases both firm value and sales. Although numerous studies provide evidence of a positive effect of CSP on firm value, whether CSP can impact sales remains largely unknown. Can CSP influence sales? Is this effect contingent on the product-market profile, that is, on whether firms operate in business or consumer markets? We use a panel dataset comprising 23,769 firm-year observations to help address these questions. We find that higher CSP has a strong negative effect on sales for business-to-consumer firms but an insignificant or economically trivial effect for business-to-business firms. However, we also find that higher CSP has a positive effect on firm value for both types of firms. Taken together, these results demonstrate that higher CSP results in higher firm value but can hurt sales. We discuss the theoretical contributions and managerial implications of these findings.

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“…As firms allocate scarce resources across different CRA, the corporate responsibility literature highlights the effectiveness of its outcomes, assessing which subdimensions of social performance are most important for its stakeholders (Akpinar et al ; Hillman and Keim ). The quality of “congruence” or “fit” between the firm's CRA and its stakeholders is a dominant theme in the literature linking corporate responsibility to firm performance (Brammer and Pavelin ; Heitbrink et al ). Different theoretical frames propose varying factors that are important in aligning a firm's CRA with its stakeholder environment for maximum performance impact.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Doing Well by Reporting Good: Reporting Corporate Responsibility and Corporate Performance

Lee¹,

Maxfield²

2015

Business and Society Review

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This article aimed to examine the impacts of reportingtype corporate responsibility activities (CRA-R) on corporate social and financial performance. Academic research has explored how varying attributes of markets, industry sectors and firms might shape corporate social and financial performance, but includes little effort to examine the impacts of different kinds of CRA on corporate performance. We build on debate about the value of firms' reporting activities related to corporate responsibility. Recent literature suggests that CRA-R is superficial marketing or "greenwashing." Despite this viewpoint, corporate reporting activities related to responsibility are rising. In order to solve this puzzle, this article explores the impact of CRA-R on corporate performance. First, drawing from the institutional perspective, we propose that CRA-R will positively impact corporate social performance (CSP) oriented toward secondary stakeholders.Second, combining the stakeholder-agency perspective and corporate responsibility literature, we motivate the hypotheses that CRA-R positively influences corporate financial performance (CFP). Empirical testing with a unique dataset of large US corporations selected in the Fortune 500 support the proposed hypotheses. In particular, both corporate social responsibility and Global Reporting Initiative (GRI) activities positively influence corporate environmental performance, and financial performance. In particular, GRI reporting is a strong indicator to impact both social and financial performance. Our findings indicate that CRA-R should not simply reflect shallow motivations, but deliver value to noninvestor stakeholders as well as investors.

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Corporate Social Responsibility in a Business Purchasing Context: The Role of CSR Type and Supplier Product Share Size

Cited by 23 publications

References 28 publications

Environmental Development of Emerging Economy Suppliers: Antecedents and Outcomes

Environmental Development of Emerging Economy Suppliers: Antecedents and Outcomes

The effect of corporate social performance on the financial performance of business‐to‐business and business‐to‐consumer firms

Doing Well by Reporting Good: Reporting Corporate Responsibility and Corporate Performance

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