Reputation, Responsibility, and Stakeholder Support in Scandinavian Firms: A Comparative Analysis

Vidaver-Cohen, Deborah; Brønn, Peggy Simcic

doi:10.1007/s10551-013-1673-7

Cited by 55 publications

(34 citation statements)

References 42 publications

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“…Forth, this paper enriches the extant literature on CSR and organizational resilience through providing evidence from emerging markets. Existing empirical studies on the economic consequences of CSR and the factors of organizational resilience are concentrated in developed countries and regions [6,26,29,91,112], while the relevant assumptions are seldom examined by companies from the emerging markets [96]. Our study fills this gap and provides the first evidence of the impact of CSR's different dimensions on organizational resilience in the Chinese context.…”

Section: Theoretical Contributionsmentioning

confidence: 92%

What Dimension of CSR Matters to Organizational Resilience? Evidence from China

Wei

et al. 2019

Sustainability

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Prior work on corporate social responsibility (CSR) has focused mainly on its effects on the short-term performance of firms from developed countries. In this article, we shed light on its effects on organizational resilience, which is defined as the firm's ability to positively cope with environmental turbulence, and operationalized by long-term, improved sales growth and financial volatility. In line with this operationalization, we adopt CSR's performance-enhancing and performance-insuring mechanisms to disentangle the relationship between CSR and organizational resilience. Furthermore, we divide CSR into five dimensions, namely shareholder, employee, business, society and environment-related CSR, and respectively examine their impacts on organizational resilience. The empirical study on a large sample of public firms in China from 2010 to 2017 shows that CSR as a whole significantly increases the firms' long-term growth and reduces their financial volatility. As for the five specific dimensions, they all have a significant negative effect on financial volatility, and the employee, business, environment-related CSR are positively associated with long-term growth. Yet, the empirical results did not indicate significant associations between shareholder and society-related CSR and firms' long-term growth. This study first explores the impacts of CSR's different dimensions on organizational resilience. Also, we contribute to enriching the literature on CSR by examining the long-term performance-insuring effect of CSR with a quantitative analysis of emerging markets. Finally, we discuss some important managerial implications, as well as promising directions for future research.2 of 23 conditions, unestablished industrial structures, and the intense, chaotic competition brought by rapid development, Chinese enterprises are likely to face more changes and uncertainties in their business environment, which makes them more vulnerable than those from developed countries. Second, as the concern about CSR in China comes far later than that in developed countries, the effect of Chinese CSR on organizational resilience may be different. The Kinder, Lydenberg, and Domini (KLD) database, for example, began to internationally provide ratings of corporate social performance in 1991. While, the first official research report on Chinese CSR was released in 2009, and then Chinese listed companies were required to issue their annual CSR reports. In line with this, we aim at providing some new insights of CSR and its effects on organizational resilience with evidence from emerging markets.In doing so, we first clarify the conceptualization and operationalization of organizational resilience. Defined as the ability of an organization to respond positively to environmental changes, organizational resilience is a latent, unobservable construct usually measured by its outcomes [6]. The most desired outcome of organizational resilience recognized in extant literature is a firm's persistent superior performance in the changing business en...

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Section: Theoretical Contributionsmentioning

confidence: 92%

What Dimension of CSR Matters to Organizational Resilience? Evidence from China

Wei

et al. 2019

Sustainability

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“…Vidaver-Cohen and Brønn [52] state that if one wants to clarify the relationship between CR and CSR, you need to have a better understanding of stakeholders' intentions to participate and support a corporation's behavior. Both scholars and managers note that in this "Information Age," reputation has a larger effect on an organization's survival ability.…”

Section: Hypothesesmentioning

confidence: 99%

Integrated Approaches for Business Sustainability: The Perspective of Corporate Social Responsibility

Lee

2018

Sustainability

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Although many companies are aware of the importance of sustainability and CSR, they still focus on profits without considering sustainable development. This study explores the relationships among corporate social responsibility (CSR), corporate reputation (CR) and corporate financial performance (CFP), by testing the mediating effect of CFP and constructing an integrated sustainability model based on the CSR perspective and stakeholder theory. Although many recent studies have investigated CSR using structural equation modeling to test the relationships among the three variables, measuring this mediation effect is quite rare in the literature. We use Reputation Institute as a secondary data source of CSR and CR and collect data for the period 2011-2017 on 39 companies in 15 countries (i.e., 273 observations). Firm size, sales growth rate, interest coverage ratio, age and industry are the control variables. Our results show that CR positively affects CFP and CSR. Furthermore, we find integrated approaches for business sustainability, revealing that CFP enhances CSR and also that it has a mediating effect on the relationship between CR and CSR.

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“…Previous research on the influence of CSR on organisational outcomes such as reputation and financial performance has been inconclusive (Melo and Garrido‐Morgado, ), mainly because of mediating and moderating effects related to stakeholders and the firm's context (Aguinis and Glavas, ; Vidaver‐Cohen and Brønn, ). CSR manifests differently in developing countries than in developed ones (Baughn et al, ; Jamali and Neville, ; García‐Rodríguez et al, ) because stakeholders' expectations vary from country to country (Garberg and Fombrun, ; Mahmood and Humphrey, ).…”

Section: Introductionmentioning

confidence: 99%

How Corporate Social Responsibility Helps MNEs to Improve their Reputation. The Moderating Effects of Geographical Diversification and Operating in Developing Regions

Aguilera‐Caracuel

Guerrero‐Villegas

2017

Corp Soc Responsibility Env

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Multinational enterprises (MNEs) can enhance their reputations through advanced social initiatives and management practices. These firms often locate facilities in developing countries to benefit from lax environmental and social regulations, and to reduce their operating costs. MNEs can, however, also contribute positively to the development of those countries through corporate social responsibility (CSR) activities. This paper argues that MNEs operating in developing regions can enhance their level of corporate reputation through the implementation of CSR initiatives that meet specific stakeholders' expectations of the firm's activities in these areas. In addition, we argue that MNEs with units based in different regions strengthen the impact of corporate social performance on corporate reputation. Based on a sample of 113 US MNEs from the chemical, energy, and industrial machinery industries over the period 2005-2010, our findings show that CSR has a positive effect on corporate reputation. In addition, MNEs' operations in developing regions intensify the positive relationship between corporate social performance and reputation, although geographical diversification does not necessarily enhance MNEs' reputation through corporate social performance.

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Reputation, Responsibility, and Stakeholder Support in Scandinavian Firms: A Comparative Analysis

Cited by 55 publications

References 42 publications

What Dimension of CSR Matters to Organizational Resilience? Evidence from China

What Dimension of CSR Matters to Organizational Resilience? Evidence from China

Integrated Approaches for Business Sustainability: The Perspective of Corporate Social Responsibility

How Corporate Social Responsibility Helps MNEs to Improve their Reputation. The Moderating Effects of Geographical Diversification and Operating in Developing Regions

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