Corporate Social Responsibility Practices in China: Trends, Context, and Impact on Company Performance

Li, Kun; Khalili, Nasrin R.; Cheng, Weiquan

doi:10.3390/su11020354

Cited by 64 publications

(59 citation statements)

References 58 publications

(46 reference statements)

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“…SRHRM is an academically compound construct connecting the CSR domain and the HRM literature. With the ongoing development of globalization and rising concern for social problems, how to practically implement CSR values into business practices is an urgent issue [27,28]. In response to this challenge, several scholars proposed the idea of implementing CSR with human resource management practices, that is, SRHRM.…”

Section: Srhrmmentioning

confidence: 99%

Double-Edged Effects of Socially Responsible Human Resource Management on Employee Task Performance and Organizational Citizenship Behavior: Mediating by Role Ambiguity and Moderating by Prosocial Motivation

et al. 2019

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Previous literature has explored the positive effects of socially responsible human resource management (SRHRM) on employees, leaving potential dark sides largely ignored. By integrating situational-strength theory and motivation literature, this study investigates the double-edged effects of SRHRM on employee performance. Based on a sample of 314 employee–supervisor dyads from three companies, we found that SRHRM could increase employees’ organizational citizenship behavior (OCB) while decreasing their task performance through role-ambiguity mediation. Interestingly, prosocial motivation serves as a significant moderator in strengthening the positive relationship between SRHRM and OCB and the negative association between SRHRM and task performance. Finally, we discuss the theoretical and practical implications of how managers should conduct SRHRM practices among employees.

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Section: Srhrmmentioning

confidence: 99%

Double-Edged Effects of Socially Responsible Human Resource Management on Employee Task Performance and Organizational Citizenship Behavior: Mediating by Role Ambiguity and Moderating by Prosocial Motivation

et al. 2019

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“…Early scholarly work has suggested a number of personal‐, firm‐ and institutional‐level determinants of CSR, including psychological factors related to chief executive officers (CEOs), stakeholder attribution, reputation effects, enterprises’ features, governance structures, and financial performance (Hu, Lin, & Hsu, 2018; Jha & Cox, 2015; Kim, Kim, & Qian, 2018; Mohammad & Husted, 2019; Neri, Pinnington, Lahrech, & Al‐Malkawi, 2019; Oh, Chang, & Jung, 2018). However, despite the substantial scholarly attention paid in recent years to CSR in North America and Western Europe, information has been limited with respect to CSR perceptions and practices in emerging countries (Li, Khalili, & Cheng, 2019), resulting in the Western‐centric nature of CSR academic publications (Yin & Zhang, 2012).…”

Section: Introductionmentioning

confidence: 99%

Political connections and corporate social responsibility: Political incentives in China

Liu

2020

Business Ethics: A Eur Rev

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To explore the motivations underpinning corporate social responsibility (CSR) decisions in China, a country characterized by extensive government intervention, this paper investigates whether building a good relationship with the government is a political incentive that is driving firms to conduct CSR by examining the effects of political connections on the latter. Our results indicate that politically connected firms exhibit better CSR. However, the effect is considerably more significant for firms with existing political relationships. Additionally, findings show that the effect is more prominent in firms for which political connections are more valuable, namely, non‐state‐owned enterprises, small firms, and firms operating in less market‐oriented cities, indicating that CSR can serve as a differentiation strategy to compete against other bidders. Dividing CSR activities into economic, environmental and social aspects, we find that the social‐based activities are more likely to be driven by political motivations. By categorizing CSR and political connections, this paper not only expands the scope of political CSR and renders the generated results that have been mixed together more distinguishable, but also provides a more precise understanding of the fundamental drivers of CSR in China from the perspective of resource exchange.

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“…On the other hand, there is no doubt that the traditional distinction between systems of corporate governance focusing on the shareholder and those that focus on stakeholders is important for the CSR strategy [78] and, in this respect, the growing pressure of external stakeholders, including governments, clients, environmental groups and activists, make the companies implement more and more CSR initiatives [79]. It is clear then that CSR practices are becoming more common due to a variety of social, environmental, and economic pressures [80] and this issue has been progressing due to the global changes in society and the way that CSR is perceived in relation to its role in the promotion and support of sustainable development [81]. Thus, research in CSR also has to consider the relevance and application of CSR and its relationship with stakeholders external to the organization; for example, in the case of costumers many tourism corporate responsibility programs require the support of guests, therefore it is necessary to design strategies to encourage guests' adoption of responsible behaviors [82].…”

Section: Discussionmentioning

confidence: 99%

Determinants of CSR Application in the Hotel Industry of the Colombian Caribbean

2019

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This study identifies the determinants of corporate social responsibility (CSR) application in the hotel industry of the Colombian Caribbean. A structured CSR questionnaire was applied to a sample of 224 hotels and multivariate statistical analysis was carried out with the support of the DYANE software. The findings suggest that the degree of CSR application is influenced by the size, age, category, type of contract, financial performance, and level of investment in innovation of the establishments; as well as by the sex, age, level of education, and degree of the directors’ autonomy in CSR-related decision-making and their motivations and perceived obstacles. This study on CSR is one of the first that has been applied in the hotel industry of the Colombian Caribbean and the results have important theoretical and practical implications to academia and the hospitality industry. Businessmen have valuable information to improve the levels of CSR in their companies and therefore contribute to a more responsible and sustainable tourism development in the Colombian Caribbean. Future research should include other variables like the type of corporate governance and the risk appetite of the decision-making body of the hotel and the social responsibility of all the stakeholders implicated in the destination.

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Corporate Social Responsibility Practices in China: Trends, Context, and Impact on Company Performance

Cited by 64 publications

References 58 publications

Double-Edged Effects of Socially Responsible Human Resource Management on Employee Task Performance and Organizational Citizenship Behavior: Mediating by Role Ambiguity and Moderating by Prosocial Motivation

Double-Edged Effects of Socially Responsible Human Resource Management on Employee Task Performance and Organizational Citizenship Behavior: Mediating by Role Ambiguity and Moderating by Prosocial Motivation

Political connections and corporate social responsibility: Political incentives in China

Determinants of CSR Application in the Hotel Industry of the Colombian Caribbean

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