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Journal of Business Ethics

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30.03.2021 | Original Paper

Beyond Market Strategies: How Multiple Decision-Maker Groups Jointly Influence Underperforming Firms’ Corporate Social (Ir)responsibility

verfasst von: Xi Zhong, Liuyang Ren, Tiebo Song

Erschienen in: Journal of Business Ethics | Ausgabe 2/2022

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Abstract

Research based on the behavioral theory of the firm (BTOF) argues that firms will actively adopt strategic actions to respond to performance that falls below aspirations, that is performance shortfalls. However, most previous studies have focused on market-related strategic actions, paying less attention to the impact of performance shortfalls on non-market-related strategic actions, especially corporate social responsibility (CSR) and corporate social irresponsibility (CSI). In this study, we propose that firms facing performance shortfalls are likely to reduce CSR levels and increase CSI levels. In addition, we also propose that board characteristics (board size, board age and board tenure) have a significant moderating effect on the above relationship. Empirical analyses based on an unbalanced panel data of China's listed firms from 2010 to 2018 show that our arguments are largely supported.

Vorheriger Artikel Non-audit Engagements and the Creation of Public Value: Consequences for the Public Interest

Nächster Artikel Communicating Corporate Social Responsibility: External Stakeholder Involvement, Productivity and Firm Performance

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Titel: Beyond Market Strategies: How Multiple Decision-Maker Groups Jointly Influence Underperforming Firms’ Corporate Social (Ir)responsibility
verfasst von: Xi Zhong
Liuyang Ren
Tiebo Song
Publikationsdatum: 30.03.2021
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe 2/2022
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-021-04796-2

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