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Journal of Business Ethics
Erschienen in: Journal of Business Ethics 2/2020

21.08.2018 | Original Paper

Business Strategy and Corporate Social Responsibility

verfasst von: Yuan Yuan, Louise Yi Lu, Gaoliang Tian, Yangxin Yu

Erschienen in: Journal of Business Ethics | Ausgabe 2/2020

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Abstract

This study examines the relation between a firm’s business strategy and its corporate social responsibility (CSR) performance. Using a comprehensive measure of business strategy based on the Miles and Snow (Organizational strategy, structure, and process, McGraw-Hill, New York, 1978, Organizational strategy, structure, and process, Stanford University Press, Stanford 2003) theoretical framework, we find that firms following an innovation-oriented strategy (prospectors) are associated with better CSR performance than those following an efficiency-oriented strategy (defenders). Specifically, compared with defenders, prospectors engage in more socially responsible activities, fewer socially irresponsible activities, and perform better in both stakeholder- and third-party-related CSR areas. Taken together, our results suggest that business strategy is an important determinant of CSR performance. Prospectors take advantage of CSR, as their innovation-oriented strategy allows them not only to benefit more from CSR, but also to have more tolerance for the uncertainty, risk, and long time-horizon associated with CSR engagement.
Vorheriger Artikel Safety-Related Moral Disengagement in Response to Job Insecurity: Counterintuitive Effects of Perceived Organizational and Supervisor Support
Nächster Artikel When Workplace Unionism in Global Value Chains Does Not Function Well: Exploring the Impediments

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Fußnoten
3
Miles and Snow’s prospectors and defenders strategy typologies are similar to the business strategies suggested by Porter, March, Treacy, and Wiersema (Dent 1990; Langfield-Smith 1997). Specifically, Miles and Snow’s prospectors could be akin to Porter’s product differentiators, March’s explorers, and Treacy and Wiersema’s product leaders. Likewise, Miles and Snow’s defenders could align with Porter’s cost leadership, March’s exploitation, and Treacy and Wiersema’s operational excellence.
 
4
We exclude the corporate governance dimension and product dimension. The corporate governance dimension is viewed as a construct distinct from the other dimensions (e.g., Hong et al. 2012; Kim et al. 2012; Servaes and Tamayo 2013). The product dimension focuses on issues such as innovation and product quality. Since prospectors are expected to engage in a great amount of innovation activities, the product dimension has clear strategic implications (Servaes and Tamayo 2013).
 
5
In 2003, MSCI STATS expanded its coverage of the Russell 3000 firms. Thus, we choose 2003 as the starting point to calculate CSR performance, to cover more firms. Due to the lagged CSR performance included in our model (1), our sample of business strategy and CSR performance is identified between 2004 and 2012. Since calculation of business strategy component variables requires prior 5-year data, the sample period of business strategy calculation is from 1999 to 2012.
 
6
Calculated as {[(24 − 12) × 0.009]/0.073}, where 24 and 12 represent the cutoff values for prospectors and defenders, respectively. 0.009 is the coefficient of STRATEGY, and 0.073 is the absolute value of the mean CSR score.
 
7
Except for CAP5, the relationship between CAP5 and CSR should be significant and negative.
 
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Metadaten
Titel
Business Strategy and Corporate Social Responsibility
verfasst von
Yuan Yuan
Louise Yi Lu
Gaoliang Tian
Yangxin Yu
Publikationsdatum
21.08.2018
Verlag
Springer Netherlands
Erschienen in
Journal of Business Ethics / Ausgabe 2/2020
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI
https://doi.org/10.1007/s10551-018-3952-9

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