Corporate Social Responsibility and Stock Prices After the Financial Crisis: The Role of Primary Strategic CSR Activities

2019 ◽  
Author(s):  
Aneta Pintekova ◽  
Jiri Kukacka
Keyword(s):  
Corporate Social Responsibility ◽  
Financial Crisis ◽  
Social Responsibility ◽  
Stock Prices ◽  
Strategic Csr ◽  
Corporate Social

scholarly journals Can strategic corporate social responsibility drive corporate innovation?

2021 ◽  
Vol 52 (1) ◽  
Author(s):  
Zhenzhen Yang ◽  
Hanning Su ◽  
Wenzhang Sun
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Market Competition ◽  
Economic Consequences ◽  
Business And Society ◽  
Corporate Innovation ◽  
Strategic Csr ◽  
Corporate Social

Purpose: In practice, an increasing number of economic entities have begun to consider strategic corporate social responsibility (CSR) as an opportunity to create a win-win situation for the organisation and the society. The existing literature has yet to soundly corroborate the role of strategic CSR in corporate innovation. This study examines the relationship between strategic CSR and innovation.Design/methodology/approach: The empirical regression models are estimated to analyse the data collected from 2817 firms yielding 18 845 firm–year observations from 2001 to 2014 in the United States.Findings/results: The findings indicate that firms with strategic CSR generate more and better innovation outputs. The positive effect is more pronounced when institutional ownership is lower, when firm size is larger, and when product market competition is more intense. In terms of economic consequences, firms with strategic CSR actually have higher commercial value and are less likely to suffer loss from failed innovation.Practical implications: To establish a sustainable relationship with stakeholders and realise the long-term development of business and society, enterprises should engage in strategic CSR in a planned manner based on their own resources and professional expertise.Originality/value: The study sheds light on a growing body of literature that investigates the real consequences of firms’ strategic CSR, and explains the growing recognition of the importance of strategic CSR.

The Oxford Handbook of Corporate Social Responsibility

2019 ◽  
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Organizational Behavior ◽  
Business Law ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Recent Developments ◽  
Strategic Csr ◽  
Corporate Social

Corporate social responsibility (henceforth, CSR) continues to grow as a topic of interest in academia, business, and government. This handbook reflects recent developments in the field, incorporating new psychological and organizational perspectives on this important, interdisciplinary topic. Highlights of the handbook include chapters by leading scholars in entrepreneurship, international business, law, organizational behavior, psychology, sociology, and strategy who examine micro-based research in CSR, environmental social responsibility and sustainability, strategic CSR, connections between CSR and entrepreneurship (e.g. social entrepreneurship and entrepreneurship for and by disadvantaged groups), the role of activists and non-governmental organizations in CSR, and recent improvements in methods and data analysis in CSR research. This handbook is a must for all CSR researchers, consultants, and practitioners.

Corporate Social Responsibility and COVID-19 Pandemic Crisis

2021 ◽  
Vol 6 (1) ◽  
pp. 30-47
Author(s):  
Iza Gigauri
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Structured Interview ◽  
Response Strategy ◽  
Primary Data ◽  
Interview Method ◽  
Strategic Csr ◽  
Corporate Social ◽  
A Company

The paper aims to clarify the implications of COVID-19 on corporate social responsibility (CSR). The research outlines an important role of CSR during the crisis and examines the pandemic impact on CSR practice of a company. The paper attempts to address the gap in the literature by considering CSR as a response strategy to uncertainties, pandemics, and crises. The study proposes how to adapt to the new normal applying CSR and examines the role of CSR in navigating through ambiguities. The paper analyzes the response to the pandemic crisis in terms of CSR and investigates the CSR approach of companies in Georgia. A semi-structured interview method was applied to collect primary data from companies implementing CSR activities. The novelty of the research results highlights the significance of strategic CSR practice during the pandemic to overcome challenges countries and societies are facing around the world. It contributes to the field of CSR management in times of pandemic and suggests future studies in this area.

scholarly journals CSR as a Tool of Building the Competitiveness of Businesses

2014 ◽  
Vol 6 (1) ◽  
pp. 79-88
Author(s):  
Maja Żychlewicz
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Competitive Edge ◽  
Strategic Csr ◽  
The Individual ◽  
Corporate Social

Abstract In this article, author analyzes the application of CSR as a tool of building the competitiveness of business. She assumes that corporate social responsibility (CSR) could be a useful tool in giving a competitive edge to an enterprise. The idea of CSR as a part of the tool creating the position of the company in the market is explored by the author. Besides, an attempt to define and comprehend CSR is undertaken. The author explains the necessary requirements that must be fulfilled for CSR to play the role of a useful tool for creating the competitive edge and spheres of activity for the individual, which should be taken into consideration while creating strategic CSR.

Corporate Social Responsibility Implementation - Lessons from Uganda

10.33117/512 ◽  
2017 ◽  
Vol 13 (1) ◽  
pp. 47-69
Keyword(s):  
Sustainable Development ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Stakeholder Involvement ◽  
Implementation Process ◽  
Structured Interviews ◽  
Implementation Success ◽  
Success Model ◽  
Strategic Csr ◽  
Corporate Social

Purpose: This paper presents aspects of a Corporate Social Responsibility (CSR) Implementation Success Model to guide CSR engagements. Design/methodology/approach: A qualitative case methodology is used to investigate two CSR companies in Uganda. Semi-structured interviews with managers and stakeholders are conducted. Data triangulation includes reviewing CSR reports and documents, and visiting communities and CSR activities/projects mentioned in the case companies’ reports. Grounded theory guides the data analysis and aggregation. Findings: The findings culminate into a “CSR Implementation Success Model. ” Key aspects of CSR implementation success are identified as: (i) involvement of stakeholders and management (i.e., co-production) at the start and during every stage of CSR implementation; (ii) management of challenges and conflicts arising within/outside of the company itself; and (iii) feedback management or performance assessment—i.e., accountability via CSR communications and reporting. Stakeholder involvement and feedback management (accountability) are pivotal, though all three must be considered equally. Research limitations: The studied companies were large and well-established mature companies, so it is unclear whether newer companies and small and medium-sized enterprises would produce similar findings. Practical implications: Successful CSR implementation starts with a common but strategic understanding of what CSR means to the company. However, CSR implementation should (i) yield benefits that are tangible, and (ii) have a sustainable development impact because these two aspects form implementation benchmarks. Additionally, top management should be involved in CSR implementation, but with clear reasons and means. Originality/value: This paper unearths a CSR Implementation Success Model that amplifies views of “creating shared value” for sustainable development. It guides organizations towards strategic CSR, as opposed to the responsive CSR (returning profits to society) that largely dominates in developing countries. Additionally, it explains how to add value to the resource envelope lubricating the entire CSR implementation process

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