“…The authors recommend that more future studies should be undertaken on factors that influences both CSR and corporate performance (Kiessling, Isaksson, & Yasar, 2016), the impact of CSR (Hur, Kim, & Jang, 2016) and motives (Pedersen & Neergaard, 2016), and the impact of context on CSR initiatives and their findings (Windell, 2016). Other authors have also asked the need to expand the scope of CSR initiatives on stakeholders François, Bayle, and Gond (2019) and a clearer interpretation of CSR business case (Acquier, Valiorgue, & Daudigeos, 2017). Besides the multifaceted dimensions of CSR Schönherr, Findler, and Martinuzzi (2017) and the industry features of CSR (Risi & Wickert, 2017), there are other two areas that must be well researched in order to give much insight on measuring it; also, there is an increasing demand for further qualitative studies.…”
The outcome of existing studies on the influence of corporate social responsibility (CSR) initiatives on firm performance remains inconclusive though several studies to amplify the impact of CSR activities are well documented. We conducted an extensive review to detect if there are conceivable methodological errors, societal performance, and corporate performance. The analysis reveals a clearer understanding of the relationship between business performance and CSR effect. Our results attest to the inconclusiveness of CSR and firm performance shown by other scholars. An objective selection criterion was used in selecting the papers reviewed as a result of the inconsistencies associated with the methodologies of some previous studies. These inconsistencies can actually affect how firms can really internalize CSR activities so as to be able to take advantage of it. The authors also recommend future studies on the study of business case for CSR and its determinants.
“…The authors recommend that more future studies should be undertaken on factors that influences both CSR and corporate performance (Kiessling, Isaksson, & Yasar, 2016), the impact of CSR (Hur, Kim, & Jang, 2016) and motives (Pedersen & Neergaard, 2016), and the impact of context on CSR initiatives and their findings (Windell, 2016). Other authors have also asked the need to expand the scope of CSR initiatives on stakeholders François, Bayle, and Gond (2019) and a clearer interpretation of CSR business case (Acquier, Valiorgue, & Daudigeos, 2017). Besides the multifaceted dimensions of CSR Schönherr, Findler, and Martinuzzi (2017) and the industry features of CSR (Risi & Wickert, 2017), there are other two areas that must be well researched in order to give much insight on measuring it; also, there is an increasing demand for further qualitative studies.…”
The outcome of existing studies on the influence of corporate social responsibility (CSR) initiatives on firm performance remains inconclusive though several studies to amplify the impact of CSR activities are well documented. We conducted an extensive review to detect if there are conceivable methodological errors, societal performance, and corporate performance. The analysis reveals a clearer understanding of the relationship between business performance and CSR effect. Our results attest to the inconclusiveness of CSR and firm performance shown by other scholars. An objective selection criterion was used in selecting the papers reviewed as a result of the inconsistencies associated with the methodologies of some previous studies. These inconsistencies can actually affect how firms can really internalize CSR activities so as to be able to take advantage of it. The authors also recommend future studies on the study of business case for CSR and its determinants.
“…In its current state, CSV does not account for differences between the many contexts in which MNCs operate, and therefore many of its recommendations either do not apply in non‐Western ones, or would need to be embedded in specific contexts to have true value. For example, Acquier, Valiorgue, and Daudigeos () state that: Porter and Kramer articulate a clear role for state actors in enforcing regulations “that enhance shared value, set goals, and stimulate innovation”. […] (Porter & Kramer, , p. 14).…”
Section: Resultsmentioning
confidence: 99%
“…While MNCs are “often socio‐culturally detached from the communities they operate in, and rely on preconceived notions of engagement, which lack sufficient appreciation of the local context and stakeholder expectations,” SMEs present a “useful means of understanding how CSR can help confront institutional dilemmas in subtle ways, which improve business‐society interaction” (Amaeshi et al, , p. 396). In the context of global value chains, dominant actors “produce and reproduce their dominance through market, political and ideological influences” (Acquier et al, , p. 141). The tendency of CSV to be promoted as a model for MNCs, coupled with issues related to the firm‐centric perspective highlighted above, risk leading to practices that undermine the role of SMEs and truly integrated approaches to engagement and collaboration.…”
This article examines the concept of creating shared value (CSV) as articulated by Michael Porter and Mark Kramer, in non-Western and Western contexts. We define non-Western contexts as those in so-called "developing" countries and emerging economies, whereas Western ones pertain to dominant thinking in "developed" regions. We frame our research in postcolonial theory and offer an overview of existing critiques of CSV. We conduct a critical discourse analysis of 66 articles to identify how CSV is being cited by authors, and potential underlying power dynamics that affect its relevance for non-Western contexts. Our review exposes increasingly critical views about the paradoxical positioning of CSV as an instrumental concept that can offer "win-win" solutions, particularly from those working in non-Western settings. Western perspectives generally tend to be more supportive of its instrumental nature, but also recognize the increasing complexity of the business-society nexus and stakeholder engagement. We argue that the CSV framework requires further development to maintain credibility and applicability, especially in non-Western domains.
“…This shows that a high degree of competition in the product market will encourage a firm's engagement in strategic CSR. Besides, in the face of competitive pressure, firms tend to strategically adopt CSR policies to offer a market premium [18]; increase their investment in CSR to differentiate themselves from their competitors; and build deep relationships with stakeholders through strategic CSR to acquire comparative advantages [53]. It is generally believed that CSR can be used as a product differentiation strategy to gain a preemptive advantage for high-quality products [57].…”
Section: Impact Of Product Market Competition On Strategic Csrmentioning
confidence: 99%
“…Despite the fact that the focus of CSR research has shifted from diverse CSR activities to the strategic role of CSR over the past two decades, research on strategic CSR is still in an early stage. Many studies are calling for further attention on this issue, particularly the motivations of a firm's strategic CSR initiatives [1,10,16,18]. To fill the research gap, this study empirically examines the determinants of strategic CSR.…”
A growing number of studies propose that the performance outcomes of Corporate Social Responsibility (CSR hereafter) are dependent upon how firms implement CSR. If firms are able to strategically implement CSR, their CSR engagement will not only improve stockholders' value, but will also contribute to corporate sustainability. However, research on strategic CSR is still incipient. This study aims to examine the determinants of strategic CSR. Taking firms that have published CSR reports for three consecutive years as research samples, this study finds that product market competition does not significantly affect the level of strategic CSR, while corporate reputation and customer awareness do both have significantly positive impacts on the level of strategic CSR. These results suggest that the motivation of a firm's engagement in strategic CSR is to respond to external stakeholders' implicit claims rather than to respond to the external competitive pressure.
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