Does size matter? Corporate social responsibility and firm performance in the restaurant industry

Youn, Hyewon; Hua, Nan; Lee, Seoki

doi:10.1016/j.ijhm.2015.09.008

Cited by 146 publications

(125 citation statements)

References 73 publications

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“…Although the models indicate the presence of first-order autocorrelation (π1), as π1 is statistically significant, our results are not inconsistent because this issue arises if a significant second-order autocorrelation (π2) emerges (Blundell & Bond, 1998). In particular, the main effects and the interaction terms presented in Table 6 have the same signs and significance levels as those presented in (Galbreath & Shum, 2012;Jia, 2019;Youn et al, 2015).…”

Section: Robustness Checksmentioning

confidence: 42%

Corporate social responsibility and firm value: Do firm size and age matter? Empirical evidence from European listed companies

D’Amato

Falivena

2019

Corp Soc Responsibility Env

167

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Although the current empirical literature has focused predominantly on the direct relationship between corporate social responsibility (CSR) and firm value, in this paper, we aim to explore firm‐level moderators that may contribute to disentangling this relationship. On the basis of a dataset of Western European listed companies, we use a moderation analysis of panel data to examine whether firm size and age drive the impact of CSR on firm value. Our estimations show that the relationship between CSR and firm value is moderated by firm size and age so that it is negatively impacted when small and/or young companies are considered. This finding seems to be consistent with the view that CSR initiatives could be ineffective in smaller and younger companies due to their lack of financial resources, experience, reputation, and so forth. Implications for firms are also discussed.

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Section: Robustness Checksmentioning

confidence: 42%

Corporate social responsibility and firm value: Do firm size and age matter? Empirical evidence from European listed companies

D’Amato

Falivena

2019

Corp Soc Responsibility Env

167

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“…Due to cost burden of CSR projects, Youn et al (2015) argue that firms fail to maximize the shareholder wealth. On the basis of the above issues, it is possible to derive the following proposition:…”

Section: Annual Reports Regressionmentioning

confidence: 99%

“…However, researchers have used many theories to demonstrate the intuitive relationships between EL and CSR, for example, agency theory, institutional theory, managerial value theory, stakeholder theory, upper echelon theory, Hofstede's cultural dimensions theory, and stakeholder engagement theory (Coombs & Gilley, 2005;Deckop, Merriman, & Gupta, 2006;Manner, 2010;Vollero, Siano, Palazzo, & Amabile, 2019;Waheed & Yang, 2019). But there is still debate among researchers whether EL impacts CSR (Lee, Seo, & Sharma, 2013;Mishra & Schmidt, 2018), whether the effect of CSR on financial performance (FP) is positive, negative, or neutral (Aras, Aybars, & Kutlu, 2010;Hood, 2003;Lee et al, 2013;Youn et al, 2015), and whether EL and CSR together affect positively FP (Aras et al, 2010;Lee & Roh, 2012).…”

Section: Introductionmentioning

confidence: 99%

Effect of ethical leadership and corporate social responsibility on firm performance: A systematic review

Saha

Shashi

Cerchione

et al. 2019

Corp Soc Responsibility Env

200

126

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Academic and corporate interest in ethical leadership, corporate social responsibility (CSR), and firm performance has attracted a lot of attention in recent years. In fact, many research papers and journal special issues have been focused on these three domains. In this context, this paper conducts a systematic review on the concepts of ethical leadership and CSR and their impact on firm performance. 114 papers published over a period of 58 years (1958–2016) were selected and analyzed according to descriptive and content perspectives to propose a conceptual framework and define a future research agenda. In fact, the main results allow us to derive six main propositions representing possible areas of investigation to direct research on the topic. More in details, the body of literature highlights that financial factors are the main barriers affecting the adoption of CSR practices. On the contrary, internal and external environment was found to represent a critical success factor in the adoption of CSR practices. Finally, the results highlight that personal values have impact on ethical leadership that in turn has direct positive impact on CSR and direct and indirect impact on firm performance.

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“…On the other hand, franchisors can also reach rapid market growth and profitability using franchisees' capital and labor force [26]. The relationship between a franchisor and franchisee relies heavily on a franchise contract or agreement of two parties so that both should act in the brand's interest [13,27]. The inter-dependent relationship under the franchise contract mutually benefits two parties (i.e., franchisor and franchisee) to be successful, as well as consider whether CSR activities can enhance performance [27].…”

Section: Franchise Industrymentioning

confidence: 99%

“…The relationship between a franchisor and franchisee relies heavily on a franchise contract or agreement of two parties so that both should act in the brand's interest [13,27]. The inter-dependent relationship under the franchise contract mutually benefits two parties (i.e., franchisor and franchisee) to be successful, as well as consider whether CSR activities can enhance performance [27]. Therefore, characteristic of the franchise industry offers a context to explore the influences of CSR activities on organizational performance.…”

Section: Franchise Industrymentioning

confidence: 99%

Relationship of Ethical Leadership, Corporate Social Responsibility and Organizational Performance

Kim

Thapa

2018

Sustainability

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Corporate social responsibility (CSR) has become a major part of the foodservice industry due to external forces which encourage enterprises' responsiveness. In reality, consumers' social concern influences their attitudes towards foodservice firms' socially responsible practices and purchase decisions, thereby influencing senior management to react. Considering this issue, this study examines the impact of senior management's ethical leadership in evaluating operational, commercial, and economic performances along with the mediating role of CSR in the foodservice industry. A conceptual model was formulated and empirically tested based on responses from 196 foodservice franchise firms in South Korea. The results indicated ethical leadership significantly influenced CSR and operational performance, while CSR also had a positive effect on operational and commercial performances. Additionally, operational performance had a significantly positive influence on commercial performance, which subsequently enhanced economic performance. Overall, the findings highlight the role that ethical leadership exhibited by senior management of foodservice franchises influenced initiation of CSR activities, which provide implications for research and industry practice and is outlined.

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Does size matter? Corporate social responsibility and firm performance in the restaurant industry

Cited by 146 publications

References 73 publications

Corporate social responsibility and firm value: Do firm size and age matter? Empirical evidence from European listed companies

Corporate social responsibility and firm value: Do firm size and age matter? Empirical evidence from European listed companies

Effect of ethical leadership and corporate social responsibility on firm performance: A systematic review

Relationship of Ethical Leadership, Corporate Social Responsibility and Organizational Performance

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