Organizational attention to corporate social responsibility and corporate social performance: the moderating effects of corporate governance

Zhao, Xiaoping; Chen, Shouming; Chen, Xiong

doi:10.1111/beer.12124

Cited by 38 publications

(39 citation statements)

References 85 publications

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“…This study considers organizational performance as a measurement of productivity by considering the knowledge contributions of an organization's employees. Many studies discuss the search for organizational peak performance (Combs & Ketchen, 1999;Vandenberghe, 1999;Zhao, Chen, & Xiong, 2016) as the ultimate goal of the organization. Therefore, organizations covering different domains constantly compete to improve these performances by developing an edge that differentiates each organization from competitors.…”

Section: Organizational Performancementioning

confidence: 99%

How cultural impact on knowledge sharing contributes to organizational performance: Using the fsQCA approach

Oyemomi

Liu

Neaga

et al. 2019

Journal of Business Research

150

106

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Knowledge sharing is crucial for attaining a competitive edge in organizations.Knowledge and performance motivate organizations to launch new innovative products and services to sustain market advantages among competitors. Many factors have been shown to be determinants for supporting organizational performance growth, one of which is organizational culture. The objective of this paper is to analyze the organizational culture that supports knowledge sharing activities for organizational performance, innovation and strategy. This paper uses a sample of 107 cases to examine the empirical data. The results demonstrate the role of organizational culture with an innovative strategy in knowledge sharing, which directly contributes to the improvement of organizational performance.Using fsQCA, this paper relates the impact of organizational culture on the business activities within an organization.The main findings of this paper analyze and test the relation between organizational culture and knowledge sharing components for organizational strategies.

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Section: Organizational Performancementioning

confidence: 99%

How cultural impact on knowledge sharing contributes to organizational performance: Using the fsQCA approach

Oyemomi

Liu

Neaga

et al. 2019

Journal of Business Research

150

106

View full text Add to dashboard Cite

show abstract

“…The ABV has recently been used as a theoretical lens in the business sustainability literature-for example, the ABV was leveraged to explain corporate social responsibility and performance (Zhao et al, 2016), climate change adaptation (Pinske and Gasbarro, 2016;Galbreath, 2011), and green information system practices adoption (Hedman and Henningsson, 2016). Pinske and Gasbarro (2016) study on the oil and gas industry indicates that different attention channels (selective, situated, and structural) lead to different climate change adaptation strategies.…”

Section: Linking Supply Chain Uncertainty To Environmental Managementmentioning

confidence: 99%

Supply chain uncertainty and environmental management

Vachon

Hajmohammad

2016

AJSSR

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This manuscript examines the impact of supply chain uncertainty on environmental management spending in manufacturing plants. Building on the attention-based view of the firm (ABV), the basic premise is that with increased uncertainty in the supply chain, managers' attention to environmental management lessens which in turn leads to (i) fewer resources devoted to green issues within the plant and (ii) a bias to use resources toward less disruptive pollution control approaches rather than pollution prevention approaches. Data from a survey of 251 Canadian manufacturing plants was used to test the link between the level of uncertainty in the supply chain and environmental management decisions. The results indicate that supply chain uncertainty does not have a substantial impact on the level of environmental spending in a plant but has a substantial and significant impact on the allocation of the spending between pollution prevention and pollution control. More particularly, as supply chain uncertainty increases, organizations shift their resources away from pollution prevention to favor pollution control approaches.

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“…Some recent studies have examined the subtle role of ethical symbols (i.e., words, images and mundane objects) in controlling the frequency of unethical action (Desai & Kouchaki, ). It is documented that a code of ethics as part of a company's cultural controls can have a broader and more informal impact; in particular, it sends a signal to employees that the company's leadership values business ethics and corporate social responsibility (Zhao, Chen, & Xiong, ).…”

Section: Related Studies and Theoretical Developmentsmentioning

confidence: 99%

“…Individuals engage in ethical issue construction first, and then they will apply instantaneous and effortless intuitive judgment before the justification phase, based on moral intuitions shaped by their own experiences and trainings (Webley & Werner, 2008 words, images and mundane objects) in controlling the frequency of unethical action (Desai & Kouchaki, 2017). It is documented that a code of ethics as part of a company's cultural controls can have a broader and more informal impact; in particular, it sends a signal to employees that the company's leadership values business ethics and corporate social responsibility (Zhao, Chen, & Xiong, 2016).…”

Section: Ethical Stimuli and Fund Performancementioning

confidence: 99%

Corporate culture, ethical stimulus, and managerial momentum: Theory and evidence

Smimou

2020

Business Ethics: A Eur Rev

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Research on organizational culture and ethical decision making has shown that ethical trainings predict and interact with other institutional variables to establish an ethical culture, while other studies suggest that the exposition of moral symbols leads to an increase of individuals' moral awareness. This study examines whether the relation between managerial momentum and fund performance is contingent upon ethical stimuli, team composition and interactions between them. It thus bestows insights to better inform institutional investors (including those working with mutual funds, pension funds, and insurance) about the nature and impact of ethical stimuli, when coupled with managers' momentum and team size, on the prediction of overall return of managed funds. I develop a new measure of managers' momentum termed “managerial momentum” and test our proposed theory and hypotheses using large samples of U.S. and Canadian mutual funds. The evidence reveals that there is sizeable positive effect of both corporate culture with its ethical dimensions and ethical stimulus on the fund performance. Furthermore, there is subtle evidence that both factors divulge additional information about the fund performance, but their effects are conditional on higher managerial momentum or team size, suggesting that managerial momentum alone is not sufficient. However, it is necessary to have the institutional ethical climate and/or managers' continuous ethical training to achieve viable and resilient investment opportunities tailored to the needs of different clienteles.

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Organizational attention to corporate social responsibility and corporate social performance: the moderating effects of corporate governance

Cited by 38 publications

References 85 publications

How cultural impact on knowledge sharing contributes to organizational performance: Using the fsQCA approach

How cultural impact on knowledge sharing contributes to organizational performance: Using the fsQCA approach

Supply chain uncertainty and environmental management

Corporate culture, ethical stimulus, and managerial momentum: Theory and evidence

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