Organizational Strategy and Corporate Social Responsibility: The Mediating Effect of Triple Bottom Line

Masud, Md. Abdul Kaium; Rashid, Md. Harun Ur; Khan, Tehmina; Bae, Seong Mi; Kim, Jong Dae

doi:10.3390/ijerph16224559

Cited by 42 publications

(41 citation statements)

References 71 publications

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“…Other studies (Masud et al 2019) have found that economic responsibility has no intervening role while environmental and social responsibility significantly mediated the relationship between organizational strategic performance and corporate social responsibility performance.…”

Section: Literature Review and Current State Of Knowledgementioning

confidence: 84%

“…Although the authors know that one of important factors of Industry 4.0 is sustainability (Masud et al 2019;Birkel et al 2019), especially in the context of all dimensions of the triple bottom line (TBL)-ecological, social, and economic, environmental factors were not investigated because the required data series were not available. Environmental dimension of the TBL was describe of another authors (Braccini and Margherita 2019), these authors deal with the sustainable use of resources.…”

Section: Basic Datamentioning

confidence: 99%

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Local Extremes of Selected Industry 4.0 Indicators in the European Space—Structure for Autonomous Systems

Botlíková

Botlík

2020

JRFM

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In the past, the social and economic impacts of industrial revolutions have been clearly identified. The current Fourth Industrial Revolution (Industry 4.0) is characterized by robotization, digitization, and automation. This will transform the production processes, but also the services or financial markets. Specific groups of people and activities may be replaced by new information technologies. Changes represent an extreme risk of economic instability and social change. The authors described available published sources and selected a group of indicators related to Industry 4.0. The indicators were divided into five groups and summarized by negative or positive impact. The indicators were analyzed by precedence analysis. Extremes in the geographical dislocation of factor values were found. Furthermore, spatial dependencies in the distribution of these extremes were found by calculating multiple (long) precedencies. European countries were classified according to individual groups of indicators. The results were compared with the real values of the indicators. The indicated extremes and their distribution will allow to predict changes in the behavior of the population given by changes in the socio-economic environment. The behavior of the population can be described by the behavior of autonomous systems on selected infrastructure. The paper presents research related to the creation of a multiagent model for the prediction of spatial changes in population distribution induced by Industry 4.0.

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Section: Literature Review and Current State Of Knowledgementioning

confidence: 84%

Section: Basic Datamentioning

confidence: 99%

Local Extremes of Selected Industry 4.0 Indicators in the European Space—Structure for Autonomous Systems

Botlíková

Botlík

2020

JRFM

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“…Legitimacy conferral also differs in firms’ relationships with the government and NGOs. A relationship with the government confers political legitimacy, referring to the state perceptions of the firm’s appropriateness and desirability [ 43 ]. Political legitimacy can serve to enable firms to access state resources [ 44 ] and provide a buffer against external institutional uncertainty [ 45 ].…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Eco-Efficiency and Private Firms’ Relationships with Heterogeneous Public Stakeholders in China

Chen

Liu

2020

IJERPH

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Private firms have been struggling to simultaneously achieve both environmental and economic goals. The concept of eco-efficiency captures the extent to which firms gain competitiveness through environmental management. Based on stakeholder salience theory and organizational learning theory, this study proposes that relationship with public stakeholders can hinder or promote private firms’ eco-efficiency. Our findings showed that firm eco-efficiency is reduced by a relationship with the government but is enhanced by relationships with non-governmental organizations (NGOs). This study also found that the effects on eco-efficiency of a firm’s relationship with public stakeholders are contingent on firm size. The findings of this study shed light on the organizational learning perspective of eco-efficiency and multi-stakeholder management by theoretically and empirically differentiating the effects on firm eco-efficiency of relationships with the government and NGOs.

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“…For defining CS, we build on the study of Lueg and Radlach (2016) which refers to CS as a concept of stakeholder management equally comprising economic, environmental, and social aspects. The literature argues that enterprises that use the triple bottom line (TBL) concept of CS voluntarily deal with social, economic, and environmental issues (people, profit, and planet), remain sustainable and survive in the long run (Van Marrewijk and Werre 2003;Masud et al 2019). In this systematic literature review, we use CS as an umbrella term, while referring to "any concept that addresses the three dimensions of ecological integrity, social responsibility and economic prosperity" (Lueg and Radlach 2016, p. 2).…”

Section: Introductionmentioning

confidence: 99%

The Role of Top Managers in Implementing Corporate Sustainability—A Systematic Literature Review on Small and Medium-Sized Enterprises

Kutzschbach

Tanikulova

Lueg

2021

Administrative Sciences

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This systematic literature review investigates whether corporate sustainability (CS), according to the tribble bottom line concept (TBL), is implemented in small and medium-sized enterprises (SMEs) and further identifies associated drivers. Building on upper echelon theory (UET) and the Schwartz value system (SVS) this study aims to analyze and contextualize extant empirical research. We developed a PRISMA-based framework to select relevant studies systematically. Based on an initial sample of 1249 articles between 2000 and 2020, we provide critical analysis of 31 best practice, peer-reviewed journal articles. Our findings suggest seven specifications of CS in SMEs that are driven by either internal or external motivations. Our review reveals that, overwhelmingly, SMEs engage in CS but fail to report it (“green blushing”). Furthermore, we find that the top managers of SMEs are a huge driver of CS. Oftentimes, they are even pioneers of good social and environmental practices. Finally, we identify four value dimensions (benevolence, achievement, power, and conformity values) according to the dimensions of the SVS that drive SMEs’ top managers’ engagement in CS. We contribute to the current state of research by conducting the first literature review that exclusively investigates how SMEs’ executives influence the enterprise’s commitment towards CS, based on the UET and the SVS. Thereby, we discuss implications and provide valuable recommendations for researchers, practitioners, and regulators alike.

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Organizational Strategy and Corporate Social Responsibility: The Mediating Effect of Triple Bottom Line

Cited by 42 publications

References 71 publications

Local Extremes of Selected Industry 4.0 Indicators in the European Space—Structure for Autonomous Systems

Local Extremes of Selected Industry 4.0 Indicators in the European Space—Structure for Autonomous Systems

Eco-Efficiency and Private Firms’ Relationships with Heterogeneous Public Stakeholders in China

The Role of Top Managers in Implementing Corporate Sustainability—A Systematic Literature Review on Small and Medium-Sized Enterprises

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