Do peer firms affect corporate social responsibility policies?

Lin, Mei‐Chen; Chih, Hsiang-Lin

doi:10.1109/picmet.2016.7806635

Cited by 4 publications

(5 citation statements)

References 82 publications

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“…Only a few studies have identified the influence of competitors' CSR implementation on a firm's CSR behavior (Lin & Chih, 2016) and very little is known about it. In other words, this competitive reaction perspective has not yet been fully considered in the existing CSR literature.…”

Section: Competitive Reaction Literaturementioning

confidence: 99%

“…First, this research extends the competitive reaction literature and oligopolistic reaction literature by analyzing CSR adoption and diffusion as a matching reaction to the CSR behavior of competitors in the same industry sector. So far, most of the previous studies concerning industry competitors' behavior have been more focused on its effect on a firm's financial performance rather than on CSR performance (Lin & Chih, 2016). In the analysis, using the observed industry competitors' previous CSR behavior up to the prior year, this study applied the "competitive action-reaction" and "competitive move-countermove" explanations based on previous oligopolistic reaction literature to elucidate the diffusion of firms' CSR adoption decision.…”

Section: Contributionsmentioning

confidence: 99%

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What explains the spread of corporate social responsibility? The role of competitive pressure and institutional isomorphism in the diffusion of voluntary adoption

Han

Ito

2023

Journal of Management & Organization

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This study provides a new perspective on the determinants of the spread of voluntary corporate social responsibility (CSR) adoption by incorporating the potential role of its adoption by industry competitors. We find supportive evidence that firms make CSR adoption decisions in response to competitive pressure as well as institutional mimetic pressures. Based on an event history analysis of longitudinal data from a sample of 711 Korean publicly traded firms over a 12-year period, our findings suggest that the CSR behavior of competitors is positively associated with a focal firm's earlier adoption of CSR, leading to the diffusion of CSR across firms. Specifically, this study shows that the pure rivalry-driven pressure from non-leader competitors has a stronger positive relationship with earlier CSR adoption. The results also indicate that a firm's CSR adoption decision is accelerated by competitive rivalry as well as social pressures arising from institutional mimetic isomorphism.

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Section: Competitive Reaction Literaturementioning

confidence: 99%

Section: Contributionsmentioning

confidence: 99%

What explains the spread of corporate social responsibility? The role of competitive pressure and institutional isomorphism in the diffusion of voluntary adoption

Han

Ito

2023

Journal of Management & Organization

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“…The items are focused on how the social/environmental strategies of competing firms influence firms' strategic decisions and corporate activities (Cao et al, 2019;Kaustia & Knüpfer, 2012). Following the leader and imitator logic, companies respond to the social behavior of their competitors in order to avoid pressure from investors, customers, and other stakeholders (Lin & Chih, 2016).…”

Section: Competitors' Approachmentioning

confidence: 99%

“…The competitor approach details how the strategies and policies of peer companies affect business behavior (Kaustia & Knüpfer, 2012). Companies must respond to the social/environmental behavior of their competitors, considering that a worse performance in this matter can provoke pressure from stakeholders and affect in their reputation or financial results (Lin & Chih, 2016). Finally, customer behavior identifies that customer attitudes and behavior influence the adoption of social and environmental strategies and can affect customers' attitude, purchase intent, trust, loyalty, and willingness to pay (Ham et al, 2020; Huang et al, 2014; Laroche et al, 2001; Stanaland et al, 2011; Wu & Wang, 2014).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Implementation and measurement of shared value creation strategies: Proposal of a conceptual model

Lizama

Vela

2023

Bus Strat Dev

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Creating shared value (CSV) is a strategic approach that links economic value creation with social and environmental contribution. Despite the popularity of the concept, a clear approach to the construct and its measurement needs further research. This study analyzes and proposes the factors that condition the development of social/environmental strategies by companies that influence shared value strategies and their effects on social, environmental, and economic benefits. The analysis of the literature complemented by a qualitative analysis has allowed us to justify the construct and its dimensions. We propose a conceptual model that considers the main dimensions of the concept and formulate, pending verification, a measurement instrument for CSV strategies.

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“…They concluded that peer firms have a positive effect on a firm's corporate social responsibility behaviour. Lin and Chih (2016) observed that peer firms' corporate social responsibility is an important determinant of a firm's corporate social responsibility behaviour. They argued that the mimicking behaviour is common for firms with financial constraints and those with smaller market share and lower earnings growth.…”

Section: Literature Reviewmentioning

confidence: 99%

Peer Effects on Investment Decisions: Do Industry Leaders and Young Firms Behave Differently?

Rashid

Said

2021

Global Business Review

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This study examines the influence of peer firms on a firm’s investment policy in Pakistan during the period 2001–2017. It also investigates the heterogeneity in peer effects by taking into account a firm’s age and its leadership role in the industry. The system-GMM estimation results suggest that peer firms significantly influence a firm’s investments on both tangible and intangible assets. Yet, peer effects are more pronounced for tangible investment. We also observe that young firms are more prone to imitate the investment decisions of their industry peers. However, the findings indicate that mimicking is not a tactical behaviour for industry leader firms. These findings have important implications for both the firm management and the owner community.

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Do peer firms affect corporate social responsibility policies?

Cited by 4 publications

References 82 publications

What explains the spread of corporate social responsibility? The role of competitive pressure and institutional isomorphism in the diffusion of voluntary adoption

What explains the spread of corporate social responsibility? The role of competitive pressure and institutional isomorphism in the diffusion of voluntary adoption

Implementation and measurement of shared value creation strategies: Proposal of a conceptual model

Peer Effects on Investment Decisions: Do Industry Leaders and Young Firms Behave Differently?

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