Corporate Social Responsibility in a Competitive Business Environment
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Corporate Social Responsibility in a Competitive Business Environment. / Newman, Carol; Rand, John; Tarp, Finn; Trifkovic, Neda.
In: The Journal of Development Studies, Vol. 56, No. 8, 01.2020, p. 1455-1472.Research output: Contribution to journal › Journal article › Research › peer-review
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TY - JOUR
T1 - Corporate Social Responsibility in a Competitive Business Environment
AU - Newman, Carol
AU - Rand, John
AU - Tarp, Finn
AU - Trifkovic, Neda
PY - 2020/1
Y1 - 2020/1
N2 - Using a representative sample of more than 5,000 Vietnamese enterprises, we explore the firm-level productivity effects of corporate social responsibility (CSR). The data enables us to create 12 quantitative CSR measures, which can be grouped into two broader categories related to management and community-based CSR initiatives. We find a positive relationship between adoption of CSR initiatives and firm efficiency, and reveal that the impact is stronger for firms in non-competitive industries. Moreover, we show that local community focused CSR initiatives drive the aggregate effect. This suggests that socially responsible actions by firms are likely to pay-off when stakeholder engagement has a localised focus. We provide evidence of reciprocity by showing that employees accept a lower share of additionally generated value-added (controlling for productivity differences) in exchange for working in a company that signals ‘good’ corporate values.
AB - Using a representative sample of more than 5,000 Vietnamese enterprises, we explore the firm-level productivity effects of corporate social responsibility (CSR). The data enables us to create 12 quantitative CSR measures, which can be grouped into two broader categories related to management and community-based CSR initiatives. We find a positive relationship between adoption of CSR initiatives and firm efficiency, and reveal that the impact is stronger for firms in non-competitive industries. Moreover, we show that local community focused CSR initiatives drive the aggregate effect. This suggests that socially responsible actions by firms are likely to pay-off when stakeholder engagement has a localised focus. We provide evidence of reciprocity by showing that employees accept a lower share of additionally generated value-added (controlling for productivity differences) in exchange for working in a company that signals ‘good’ corporate values.
U2 - 10.1080/00220388.2019.1694144
DO - 10.1080/00220388.2019.1694144
M3 - Journal article
VL - 56
SP - 1455
EP - 1472
JO - Journal of Development Studies
JF - Journal of Development Studies
SN - 0022-0388
IS - 8
ER -
ID: 234152169