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Journal of Business Ethics

Erschienen in:

16.01.2016

CSR Strategies in Response to Competitive Pressures

verfasst von: Marion Dupire, Bouchra M’Zali

Erschienen in: Journal of Business Ethics | Ausgabe 3/2018

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Abstract

Is corporate social responsibility (CSR) a tool for strategic positioning? While CSR is sometimes used as part of a differentiation strategy, this article analyzes which specific CSR strategies arise in response to competitive pressures. The results suggest that competitive pressures lead firms to increase their positive social actions without necessarily decreasing their social weaknesses. This positive impact varies with specific dimensions of CSR and industry specificities: (1) Competition improves social performance toward core stakeholders to a greater extent than social performance toward peripheral stakeholders. (2) This effect is more pronounced in B2C industries than in other industries. (3) Competition leads firms in “dirty” industries to ignore environmental initiatives.

Vorheriger Artikel Cognitive Processes in the CSR Decision-Making Process: A Sensemaking Perspective

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We use the terms “competition” and “competitive pressure” interchangeably in this article.

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Waddock and Graves's (1997) weighting of corporate social performance is as follows: employee relations: 0.168; product: 0.154; community relations: 0.148; environment: 0.142; treatment of women and minorities: 0.136; nuclear power: 0.089; military contracts: 0.086; South Africa: 0.076.

The list of B2C four-digit SIC industries in the manufacturing sector, also used by Flammer (2015), is as follows: 2000–2399; 2500–2599; 2700–2799; 2830–2869; 3000–3219; 3420–3429; 3523; 3600–3669; 3700–3719; 375; 3850–3879; 3880–3999. The classification of B2C industries is obtained from Lev et al. (2010).

“Measuring Product Market Competition” section and “Appendix 2” explains how segment data are used to compute a firm-level indicator of competitive pressure, and why this reduces the persistence issue.

Tables 4 and 5 were additionally computed with first difference variables in order to further address endogeneity. The corresponding results do not show any significant results, and this is explained by the fact that CSR is sticky and do not vary much over time: Firms do not change drastically their CSR policies from one year to another.

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Titel: CSR Strategies in Response to Competitive Pressures
verfasst von: Marion Dupire
Bouchra M’Zali
Publikationsdatum: 16.01.2016
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe 3/2018
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-015-2981-x

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