From Social Responsibility to Social Impact: A Framework and Research Agenda

Kaul, Aseem; Luo, Jiao

doi:10.2139/ssrn.3575027

Cited by 3 publications

(6 citation statements)

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“…Thus, we find evidence of a high potential for crowding out in this strategy, inconsistent with an altruistic approach. As Kaul and Luo (2019) explain, the costs of crowding out government activities are very high in education and healthcare, mainly when CSR targets better-off populations. In such cases, the private funding of education and the entrenchment of private healthcare schemes can leech support away from improving public systems.…”

Section: Altruistic Expectationsmentioning

confidence: 99%

“…We do so by contrasting the empirical patterns described above with theoretical expectations. These theoretical expectations are derived from comparative efficiency (Kaul & Luo, 2019), altruistic (Kaul & Luo, 2018), institutional (Marquis, Marquis, Davis, & Glynn, 2013), and instrumental stakeholder (Odziemkowska & Henisz, 2021; Seo et al, 2021) lenses, summarized in Table 2.…”

Section: Exploring Underlying Drivers Of Csr Strategymentioning

confidence: 99%

“…The principal mechanism through which firms can achieve this objective is to adopt CSR strategies that are related to their business activities (Kaul & Luo, 2018). This relatedness could occur when the firm's core resources and capabilities can be redeployed easily from their business operations to a social cause (Kaul & Luo, 2019) or when business activities and CSR projects are geographically co‐located (Ballesteros & Gatignon, 2019).…”

Section: Exploring Underlying Drivers Of Csr Strategymentioning

confidence: 99%

“…This article examines the nature of firms' CSR strategies along these four dimensions (i.e., their choice of target social causes, locations, implementation channels, and number of projects). Prior work has leveraged different theoretical lenses to explain firm behavior in the context of CSR (Wry, 2009), namely comparative efficiency (Kaul & Luo, 2019), altruistic (Kaul & Luo, 2018), institutional (Marquis, Davis, & Glynn, 2013) and instrumental stakeholder (Odziemkowska & Henisz, 2021; Seo, Luo, & Kaul, 2021) lenses. Yet, each of these lenses offers divergent predictions concerning the types of choices firms will make regarding CSR strategy.…”

Section: Introductionmentioning

confidence: 99%

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When few give to many and many give to few: Corporate social responsibility strategies under India's legal mandate

Gatignon

Bode²

2023

Strategic Management Journal

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Research SummaryWe investigate firms' corporate social responsibility (CSR) strategies under India's 2013 legal mandate. We study 12,086 firms and 86,755 projects from 2014 to 2017. Using an abductive approach, we examine firms’ choices of social causes, geographic locations, implementation channels, and number of projects through four theoretical lenses. Firms adopt two main CSR strategies: the first and most common has a narrow focus, while the second, pursued by few (typically leading firms and State‐owned enterprises), is broader. Both strategies appear primarily driven by instrumental stakeholder concerns. While the second leads to stronger differentiation and holds greater potential for social impact, neither strategy leverages firms’ comparative efficiency over nonprofit actors. These insights shed light on how firms address grand challenges and can inform CSR regulations.Managerial SummaryAfter India passed a law making corporate social responsibility (CSR) mandatory in 2013, firms had to decide how to spend the funds they were required to disburse. We examine their choices regarding their projects' target social causes, geographies, implementation channels, and how many projects to pursue. We find that they typically adopted one of two strategies: most firms chose a narrow focus on similar projects, whereas leading firms and State‐owned enterprises typically adopted a broader and more distinctive approach. Both choices appear primarily driven by the desire to satisfy firms' stakeholders rather than efficiency considerations, but the broader strategy holds greater potential for social impact. Our paper identifies actions firms and governments can take to enhance the benefits of legal mandates for CSR.

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Section: Altruistic Expectationsmentioning

confidence: 99%

Section: Exploring Underlying Drivers Of Csr Strategymentioning

confidence: 99%

Section: Exploring Underlying Drivers Of Csr Strategymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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When few give to many and many give to few: Corporate social responsibility strategies under India's legal mandate

Gatignon

Bode²

2023

Strategic Management Journal

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“…Today, CSR is seen as a managerial concept in which firms integrate social and environmental concerns in their business operations, with a view to addressing economic, environmental, and social imperatives (the ''triple-bottom-line approach'') (United Nations Industrial Development Organization, 2022). Recently, scholars have framed CSR in terms of four criteria that an activity must meet to have genuine social impact -the activity must be substantive, delivering meaningful benefits; it must be unequivocal, meaning that benefits are not offset by harmful actions elsewhere; it must be inclusive, providing net positive or neutral impact to all parties; and it must be comparatively efficient (Kaul & Luo, 2019).…”

Section: Introductionmentioning

confidence: 99%

Corporate social performance in international business

et al. 2022

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We examine the 2022 JIBS Decade Award article by Ioannou and Serafeim (J Int Bus Stud 43(9):834–864, 2012) and review the literature since 2012 to clarify research developments in corporate social responsibility and corporate social performance (CSP) in the multinational enterprise, articulating key themes, findings and antecedents. We present a general framework that highlights unique traits and processes of CSP for MNEs. To advance scholarly progress, we delineate how new theoretical perspectives, such as organizational identity and strategic choice, can be blended with the IB literature to deepen theorization of the topic. We also discuss how new global dynamics, such as geopolitics, digitization, and activism, may shape CSP strategies and activities for MNEs and how future research can tackle these issues.

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