Strategic Corporate Social Responsibility:Business Strategies, Organizational Capabilities, Slack and Firm Performance

• Main Authors: Kuo-Liang Chen, 陳國樑
• Other Authors: Ruey-Shan Guo
• Format: Others
• Language: en_US
• Published: 2018
• Online Access: http://ndltd.ncl.edu.tw/handle/zp367j

博士 === 國立臺灣大學 === 商學研究所 === 107 === Corporate social responsibility (CSR) has emerged and accumulated considerable amount of research since late 1950s. One of the current research directions focuses on the interactions among a company’s business and social strategies, which crafts a research stream for strategic CSR. As a result, the research framework of this dissertation aims to explore the potentials for integrating a company’s business and social strategies, which allows a company to pursue social value without the compensation of its economic value, and even possibly improves its financial performance. Drawing observations from the U.S. publicly traded companies, this study suggests that business strategies such as cost leadership and differentiation positively moderate the curvilinear relationship between CSR and corporate financial performance (CFP); however, negatively moderates the curvilinear relationship between corporate social irresponsibility (CSiR) and CFP. Besides, this research also proposes that there are endogenous factors that affect a company’s strategic choices on whether or not being socially responsible. Some companies may be unable to well manage their social strategies to improve firm performance under the encountering enteral and external environment, which hold them back from being more socially responsible. This dissertation paves an early stage for conducting strategic CSR research, and construct some theoretical foundation for future studies. Besides, more strategic insights may be generated from this study for managers’ considerations.