Skip to main content
SpringerLink
Log in

Corporate Social Responsibility, Culture, and Ownership

  • Chapter
  • First Online:
Corporate Social Responsibility in China

Part of the book series: Communication, Culture and Change in Asia ((CCCA,volume 4))

  • 1291 Accesses

Abstract

The introductory chapter discussed the need to explore company managers’ perceptions of corporate social responsibility (CSR) in China and the significance of the study. This chapter has four sections. The first section deals with history, concepts and theories of CSR. The second section presents the PR and CSR relations. The third section reviews the definition of culture and its influence on CSR, which leads to this study. The fourth section discusses how company ownership influences CSR. It reviews ownerships structures, types of ownerships, the relation of ownership and CSR, CSR studies about how company managers in different countries, and under different ownership perceive CSR, and existing studies of how ownership influences CSR practice in China.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution

Institutional subscriptions

Notes

  1. 1.

    “Corporate citizenship” is a broader and more vivid concept than CSR.

  2. 2.

    The cost of building the Kingdom of Heaven would not be found in profit but in man’s conscientious service.

  3. 3.

    Corporate philanthropy means a charitable transfer of firm resources at below market prices.

  4. 4.

    Similar to intersecting circles, there is a general model of CS/CR and its dimensions: economic, environment and social responsibility, also called the “triple bottom line”.

  5. 5.

    Firms should strive to make a profit, obey the laws, be ethical, and be a good corporate citizen.

  6. 6.

    In PR literature, “stakeholders” is similar to the concept of strategic constituencies.

  7. 7.

    Political experience; organisational size and age, an organisation’s stakeholder dependence; strategic thinking; diversification and centralisation of management; locus of control for business–government decisions; management mechanisms; and expectations of government affairs.

References

  • Bartlett, J. L. (2011). Public relations and corporate social responsibility. In Ø. Ihin, J. L. Bartlett, & S. May, (Eds.), The Handbook of Communication and Corporate Social Responsibility (pp. 65 –86). Boston, MA: John Wiley & Sons, Inc.

    Google Scholar 

  • Barnea, A., & Robin, A. (2010). Corporate social responsibility as conflict between shareholders. Journal of Business Ethics, 97, 71–86.

    Article  Google Scholar 

  • Bass, B. M., & Avolio, B. (2000). Multifactor leadership questionnaire. Redwood City, CA: Mind Garden.

    Google Scholar 

  • Bennett, R. (1998). Corporate philanthropy in France, Germany, and the UK: International comparisons of commercial orientation towards company giving in European nations. International Marketing Review, 15, 458–475.

    Article  Google Scholar 

  • Bowen, H. R. (1953). Social responsibilities of businessman. New York: Harper.

    Google Scholar 

  • Bortree, D. S. (2010). Exploring adolescent–organization relationships: A study of effective relationship strategies with adolescent volunteers. Journal of Public Relations Research, 22(1), 1–25.

    Article  Google Scholar 

  • Bourdieu, P. (1986). The forms of capital. In J. G. Richardson (Ed.), Handbook of theory and research for the sociology of education (pp. 241–258). New York: Greenwood.

    Google Scholar 

  • Brislin, R. (2000). Understanding culture’s influence on behavior (2nd edn.). Wadsworth: Thomson Learning.

    Google Scholar 

  • Buciuniene, I., & Kazlauskaite, R. (2012). The linkage between HRM, CSR and performance outcomes. Baltic Journal of Management., 7(1), 5–24.

    Article  Google Scholar 

  • Burlingame, D. F., & Frishkoff, P. A. (1996). How does firm size affect corporate philanthropy? In D. F. Burlingame & D. R. Young (Eds.), Corporate philanthropy at the crossroads (pp. 86–104). Indianapolis: Indiana University Press.

    Google Scholar 

  • Burlingame, D. F., & Young, D. R. (Eds.). (1996). Corporate philanthropy at the crossroads. Indianapolis: Indiana University Press.

    Google Scholar 

  • Carroll, A. B. (1979). A three-dimensional conceptual model of corporate performance. Academy of Management Review, 4(4), 497–505.

    Google Scholar 

  • Carroll, A. B. (1983). Corporate social responsibility: will industry respond to cutbacks in social program funding? Vital Speeches of the Day, 49, 604–608.

    Google Scholar 

  • Carroll, A. B. (1991). The pyramids of corporate social responsibility: toward the moral management of organizational stakeholders. Business Horizons, 34(4), 39–48.

    Article  Google Scholar 

  • Carroll, A. B. (1999). Corporate social responsibility: Evolution of a definitional construct. Business & Society, 38(3), 268–295

    Google Scholar 

  • Carroll, A. B. (2001). Ethical challenges for business in the new millennium: corporate social responsibility and models of management morality. In J. E. Richardson (Ed.), Business ethics 00/01 (pp. 198–203). Guilford, CT: Dushkin/ McGraw-Hill.

    Google Scholar 

  • Carroll, A. B. (2008). A history of corporate social responsibility: Concepts and practices. The Oxford handbook of corporate social responsibility (pp. 19–46). Oxford: Oxford University Press.

    Google Scholar 

  • Carroll, A. B., & Buchholtz, A. K. (2012). Business & society: Ethics, sustainability, and stakeholder management. USA: South-Western Cengage Learning.

    Google Scholar 

  • Chen, Y. R. (2005). Effective government affairs in an era of marketization: Strategic issues management, business lobbying, and relationship management by multinational corporations in China. Unpublished doctoral dissertation, University of Maryland, College Park.

    Google Scholar 

  • Chen, Y. R. (2006). Effective government affairs in China: Antecedents, strategies, and outcomes of government affairs. In E. L. Toth (Ed.), The future of excellence in public relations and communication management: Challenges for the next generation (pp. 477–506). Hillsdale, NJ: Lawrence Erlbaum Associates.

    Google Scholar 

  • Chen, L. (2010). Traditional Chinese value orientations: contemporary manifestation of indigenous constructs. In M. B. Hinner (Ed.). Freiberger Beitraege zur interkulturellen und Wirtschaftskommunikation (Vol. 7, pp. 341–364) (A Forum for General and Intercultural Business Communication - The Interface of Business and Communication). Berlin: Peter Lang.

    Google Scholar 

  • Christmann, P., & Taylor, G. (2006). Firm self-regulation through international certifiable standards: determinants of symbolic versus substantive implementation. Journal of International Business Studies, 37, 863–878.

    Article  Google Scholar 

  • Clarkson, M. (1995). A stakeholder framework for analyzing and evaluating corporate social performance. Academy of Management Review, 20(1), 92–117.

    Google Scholar 

  • Clark, C. E. (2000). Differences between public relations and corporate social responsibility: an analysis. Public Relations Review, 26(3), 363–380.

    Article  Google Scholar 

  • Clement-Jones, T. (2004). Chapter 1: Corporate social responsibility-bottom-line issue or public relations exercise? In J. Hancock (Ed.), Investing in corporate social responsibility: A guide to best practice, business planning & the UK’s leading companies (pp. 5–13). London & Sterling, VA: Kogan Page.

    Google Scholar 

  • Coleman, L. A., (2011). Organizational communication through an historic lens: social responsibility, diversity, and inclusion. Doctoral dissertation, Duquesne University.

    Google Scholar 

  • Crane, A., McWilliams, A., & Matten, D. (2008). The corporate social responsibility agenda. In A. Crane, A. McWilliams, & D. Matten (Eds.), The Oxford handbook of corporate social responsibility (pp. 3–15). New York: Routledge.

    Google Scholar 

  • Crisóstomo, V., & Freire, F. (2015). The influence of ownership concentration on firm resource allocations to employee relations, external social actions, and environmental action. Review of Business Management, 17(55), 987–1006.

    Article  Google Scholar 

  • Dam, L., & Scholtens, B. (2012). Does ownership type matter for corporate social responsibility? Corporate Governance: an International Review, 20(3), 233–252.

    Article  Google Scholar 

  • Donaldson, L. (1990). The ethereal hand: Organizational economics and management theory. Academy of Management Review, 15, 369–381.

    Google Scholar 

  • Donaldson, T., & Preston, L. E. (1995). The stakeholder theory of corporations: Concepts, evidence, and implications. Academy of Management Review, 20(1), 65–91.

    Google Scholar 

  • Ducassy, I., & Montandrau, S. (2015). Corporate social performance, ownership structure, and corporate governance in France. Research in International Business, 34, 383–396.

    Google Scholar 

  • Elkington, J. (1997). Cannibals with forks: The triple bottom line of the 21st century business. Gabriola Island, BC: New Society Publishers.

    Google Scholar 

  • Ferguson (1984, August). Building theory in public relations: Interorganizational relationships as a public relations paradigm. Paper presented to the Association for Education in Journalism and Mass Communication, Gainesville, FL.

    Google Scholar 

  • Frankental, P. (2001). Corporate social responsibility: a PR invention? Corporate Communications: an International Journal, 6(1), 18–23.

    Article  Google Scholar 

  • Frederick, W. C. (1994). From CSR1 to CSR2: the maturing of business and society thought. Business and Society, 33(2), 150–164.

    Article  Google Scholar 

  • Freeman, R. E. (1984). Strategic management: a stakeholder approach. Boston: Pitman.

    Google Scholar 

  • Friedman, M. (1970). The social responsibility of business is to increase its profits. New York Times Magazine, 33, 122–126.

    Google Scholar 

  • Friedman, M. (1993). The social responsibility of business is to increase its profit. In T. L. Beauchamp & N. E. Bowie (Eds.), Ethical theory and business (4th ed., pp. 55–59). New Jersey: Prentice Hall.

    Google Scholar 

  • Galbreath, J. (2011). Sustainable development in business: a strategic view. In S. Idowu & C. Louche (Eds.), Theory and practice of corporate social responsibility (pp. 89–106). London: Springer.

    Chapter  Google Scholar 

  • Gao, Y. (2009). Corporate social performance in China: evidence from large companies. Journal of Business Ethics, 89, 23–35.

    Article  Google Scholar 

  • Garriga, E., & Mele, D. (2004). Corporate social responsibility theories: mapping the territory. Journal of Business Ethics, 53, 51–71.

    Article  Google Scholar 

  • Gladwin, T. N., Kennelly, J. J., & Krause, T. S. (1995). Shifting paradigms for sustainable development: implications for management theory and research. Academy of Management Review, 20(4), 874–907.

    Google Scholar 

  • Geva, A. (2008). Three models of corporate social responsibility: interrelationships between theory, research, and practice. Business and Society Review, 113(1), 1–41.

    Article  Google Scholar 

  • Gobbels, M. (2002). Reframing corporate social responsibility: the contemporary conception of a fuzzy notion. Rotterdam: Erasmus University Rotterdam.

    Google Scholar 

  • Godos-Díez, J., Fermández-Gago, R., Cabeza-García, L., & Martinez-Campillo, A. (2014). Determinants of CSR practices: analysis of the influence of ownership and the management profile mediating effect. Spanish Journal of Finance and Accounting, 43(1), 47–68.

    Google Scholar 

  • Goodpaster, K. (1991). Business ethics and stakeholder analysis. Business Ethics Quarterly, 1(1), 53–73.

    Article  Google Scholar 

  • Grove, K., & LaRocca, M. (2012). Does transformational leadership facilitate follower beliefs in corporate social responsibility? A field study of leader personal values and follower outcomes. Journal of Leadership & Organizational Studies, 19(2), 215–229.

    Article  Google Scholar 

  • Grunig, J. E. (1979). Some consistent types of employee publics. Public Relations Review, 1(1), 17–36.

    Google Scholar 

  • Grunig, J. E. (Ed.). (1992). Excellence in public relations and communication management Hillsdale. NJ: Lawrence Erlbaum.

    Google Scholar 

  • Grunig, L. A., Grunig, J. E., & Dozier, D. (2002). Excellent public relations and effective organizations: a study of communication management in three countries. Mahwah, NJ: Lawrence Erlbaum Associates.

    Google Scholar 

  • Grunig, J. E., & Hunt, T. (1984). Managing public relations. Fort Worth, Texas: Holt, Rinehart & Winston.

    Google Scholar 

  • Jones, T. M. (1980). Corporate social responsibility revisited, redefined. California Management Review, 22(2), 59–67.

    Article  Google Scholar 

  • Hall, M. (2006). Corporate philanthropy and corporate community relations: Measuring relationship-building results. Journal of Public Relations Research, 18(1), 1–21.

    Article  Google Scholar 

  • Harribey, L. E. (2011). Strategic value of corporate citizenship. In S. Idowu & C. Louche (Eds.), Theory and practice of corporate social responsibility (pp. 23–38). London: Springer.

    Google Scholar 

  • Heath, R. L. (2001). Shifting foundations: public relations as relationship building. In R. L. Heath (Ed.), Handbook of public relations (pp. 1–10). Thousand Oaks, CA: Sage.

    Google Scholar 

  • Hemphill, T. A. (2004). Corporate citizenship: the case for a new corporate governance model. Business and Society Review, 109, 339–361.

    Article  Google Scholar 

  • Himmelstein, J. L. (1997). Looking good and doing good. Bloomington, IN: Indiana University Press.

    Google Scholar 

  • Hofman, P. S., & Newman, A. (2014). The impact of perceived corporate social responsibility on organizational commitment and the moderating role of collectivism and masculinity: evidence from China. The International Journal of Human Resource Management, 25(5), 631.

    Article  Google Scholar 

  • Hon, L. C., & Grunig, J. E. (1999). Measuring relationships in public relations. Gainsville, FL: Institute for Public Relations.

    Google Scholar 

  • Horrigan, B. (2010). Corporate social responsibility in the 21st century: Debates, models and practices across government, law, and business. Cheltenham, UK: Edward Elgar.

    Book  Google Scholar 

  • Huang, Y. H. (2001a). OPRA: a cross-cultural, multiple-item scale for measuring organization–public relationships. Journal of Public Relations Research, 13, 61–90.

    Article  Google Scholar 

  • Huang, Y. H. (2001b). Values of public relations: effects on organization–public relationships mediating conflict resolution. Journal of Public Relations Research, 13, 265–302.

    Article  Google Scholar 

  • Huang, Y. (2006). Crisis situations, communication strategies and media coverage: A multicase study revisiting the communicative response model. Communication Research, 33, 180–204.

    Article  Google Scholar 

  • Hung, C. J. F. (2002). The interplays of relationship types, relationship cultivation, and relationship outcomes: How multinational and Taiwanese companies practice public relations and organization–public relationship management in China. Unpublished doctoral dissertation, University of Maryland, College Park.

    Google Scholar 

  • Hung, C. (2003). Relationship building, activism, and conflict resolution: a case study on the termination of license prostitution in Taipei City. Asian Journal of Communication, 13(2), 21–49.

    Article  Google Scholar 

  • Hung, C. (2005). Exploring types of organization–public relationships and their implication for relationship management in public relations. Journal of Public Relations Research, 17, 393–426.

    Article  Google Scholar 

  • Hung, C. J. F. (2006). Toward the theory of relationship management in public relations: How to cultivate quality relationship? In E. L. Toth (Ed.), The future of excellence in public relations and communication management (pp. 443–476). Mahwah, NJ: Lawrence Erlbaum Associates.

    Google Scholar 

  • Hung, C., & Chen, Y. (2009). Types and dimensions of organization–public relationships in greater China. Public Relations Review, 35(3), 181–186.

    Article  Google Scholar 

  • Ihlen, O. (2007). Building on Bourdieu: a sociological grasp of public relations. Public Relations Review, 33, 269–274.

    Article  Google Scholar 

  • Ip, P. K. (2009a). The challenge of developing a business ethics in China. Journal of Business Ethics, 88, 211–224.

    Article  Google Scholar 

  • Ip, P. K. (2009b). Is Confucianism good for business ethics in China? Journal of Business Ethics, 88, 463–476.

    Article  Google Scholar 

  • Jo, S., & Kim, Y. (2003). The effect of web characteristics on relationship building. Journal of Public Relations Research, 15(3), 199–223.

    Article  Google Scholar 

  • Johnes, T. M. (1983). An integrating framework for research in business and society: A step toward the elusive paradigm? Academy of Management Review, 8, 559–564.

    Article  Google Scholar 

  • Johnson, R. A., & Greening, D. W. (1999). The effects of corporate governance and institutional ownership types on corporate social performance. Academy of Management Journal, 42, 564–576.

    Article  Google Scholar 

  • Kent, M. L., & Taylor, M. (1998). Building dialogic relationships through the World Wide Web. Public Relations Review, 24(3), 321–334.

    Article  Google Scholar 

  • Kent, M. L., & Taylor, M. (2002). Toward a dialogic theory of public relations. Public Relations Review, 28, 21–37.

    Article  Google Scholar 

  • Ki, E.-J., & Hon, L. (2009). A measure of relationships cultivation strategies. Journal of Public Relations Research, 21, 1–24.

    Article  Google Scholar 

  • Kim, J.-N., & Grunig, J. E. (2011). Problem solving and communicative action: A situational theory of problem solving. Journal of Communication, 61, 120–149.

    Article  Google Scholar 

  • Kim, S., Kim, J., & Tam, L. (2015). Thinking socially but acting publicly: refocusing CSR as corporate public responsibility. Journal of Public Affairs, 16(1), 91–104.

    Article  Google Scholar 

  • Kluckhohn, C. (1951). Values and value orientations in the theory of action. In T. Parsons & E. A. Shills (Eds.), Toward a general theory of action. Cambridge, MA: Harvard University Press.

    Google Scholar 

  • Lam, M. (2008). Beyond credibility of doing business in China: strategic of improving corporate citizenship of foreign multinational enterprises in China. Journal of Business Ethics, 87, 137–146.

    Article  Google Scholar 

  • Lantos, P. G. (2001). The boundaries of strategic corporate social responsibility. Journal of Consumer Marketing, 18(7), 595–630.

    Article  Google Scholar 

  • Ledingham, J. A., & Bruning, S. D. (2000). A longitudinal study of organization–public relationship dimensions: defining the role of communication in the practice of relationship management. In J. A. Ledingham & S. D. Bruning (Eds.), Public relations as relationship management: a relational approach to the study and practice of public relations (pp. 23–53). Mahwah, NJ: Lawrence Erlbaum Associates.

    Google Scholar 

  • Lee, S., & Wickerham, J. (2010). China. In W. Visser & N. Tolhurst (Eds.), The world guide to CSR: a country-by-country analysis of corporate sustainability and responsibility (pp. 121–127). Greenleaf: Publishing.

    Chapter  Google Scholar 

  • Li, Q., Luo, W., Wang, Y., & Wu, L. (2013). Firm performance, corporate ownership, and corporate social responsibility disclosure in China. Business Ethics: A European Review, 22(2), 159–173.

    Article  Google Scholar 

  • Li, W., & Zhang, R. (2010). Corporate social responsibility ownership structure, and political interference: Evidence from China. Journal of Business Ethics, 96, 631–645.

    Article  Google Scholar 

  • Lin, L. W. (2010). Corporate social responsibility in China: window dressing or structural change?”. Berkeley Journal of International Law, 28(1), 64–100.

    Google Scholar 

  • Marrewijk, M. V. (2003). Concepts and definitions of CSR and corporate sustainability: between agency and communion. Journal of Business Ethics, 44(2), 95–103.

    Article  Google Scholar 

  • Martin, F., & Thompson, M. (2010). Social enterprise: developing sustainable business. UK: Palgrave Macmillan.

    Book  Google Scholar 

  • Matten, D., & Crane, A. (2005). Corporate citizenship: toward an extended theoretical conceptualization. Academy of Management Review, 30(1), 166–179.

    Article  Google Scholar 

  • Matten, D., & Moon, J. (2008). “Implicit” and “explicit” CSR: A conceptual framework for a comparative understanding of corporate social responsibility. Academy of Management Review, 33(2), 404–424.

    Article  Google Scholar 

  • McGuire, J. W. (1963). Business and society. New York: McGraw Hill.

    Google Scholar 

  • McWilliams, A., Siegel, D. S., & Wright, P. M. (2006). Corporate social responsibility: strategic implications. Journal of Management Studies, 43(1), 1–18.

    Article  Google Scholar 

  • Men, L. (2009). Towards an integrated model of organization–public relationships and strategic management: a resource-based view (Unpublished Master’s thesis). Hong Kong: Hong Kong Baptist University.

    Google Scholar 

  • Mirvis, P., & Googins, B. K. (2006). Stages of corporate citizenship. Boston: Carroll School of Management’s Center for Corporate Citizenship at Boston College.

    Google Scholar 

  • Moon, J., & Shen, X. (2010). CSR in China research: Salience, focus and nature. Journal of Business Ethics, 94, 613–629.

    Article  Google Scholar 

  • Mullen, J. (1997). Performance-based corporate philanthropy: How “giving smart” can further corporate goals. Public Relations Quarterly, 42(2), 42–48.

    Google Scholar 

  • Nahapiet, J., & Ghoshal, S. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23, 242–266.

    Google Scholar 

  • Ni, L. (2014). CSR with Chinese Characteristics: An Examination of the Meaning of Corporate Social Responsibility in China. In: Proceedings from 64th ICA 2014: Seattle, USA.

    Google Scholar 

  • Novak, M. (1996). Business as a calling: Working and the examined life. New York: The Free Press.

    Google Scholar 

  • Oh, W. Y., & Chang, Y. K. (2011). The effect of ownership structure on corporate social responsibility: empirical evidence from Korea. Journal of Business Ethics, 104, 283–297.

    Article  Google Scholar 

  • O’Riordan, L., & Fairbrass, J. (2008). Corporate social responsibility (CSR): models and theories in stakeholder dialogue. Journal of Business Ethics, 83(4), 754–758.

    Article  Google Scholar 

  • Oxford online dictionary. (2015). Retrieved from http://www.oxforddictionaries.com/definition/english/influence.

  • Peak, S., Xiao, Q., Lee, S., & Haiyan, S. (2013). Does managerial ownership affect different corporate social responsibility dimensions? An empirical examination of U.S. publicly traded hospitality firms. International Journal of Hospitality Management, 34, 423–433.

    Article  Google Scholar 

  • Perrini, F., Pogutz, S., & Tencati, A. (Eds.). (2006). Developing corporate social responsibility: a European perspective. Cheltenham, UK: Edward Elgar.

    Google Scholar 

  • Plowman, K. (2007). Public relations, conflict resolution, and mediation. In E. L. Toth (Ed.), The future of excellence in public relations and communication management: Challenges for the next generation (pp. 85–102). Mahwah, NJ: Lawrence Erlbaum Associates.

    Google Scholar 

  • Post, J. E., Preston, L. E., & Sachs, S. (2002). Redefining the corporation, stakeholder management and organizational wealth. Stanford, CA: Stanford University Press.

    Google Scholar 

  • Pratt, C. B. (2006). Reformulating the emerging theory of corporate social responsibility as good governance. In C. Botan & V. Hazleton (Eds.), Public relations theory II (pp. 249–278). New Jersey: Lawrence Erlbaum Associates.

    Google Scholar 

  • Qu, R. (2007). Effects of government regulations, market orientation and ownership structure on corporate social responsibility in China: an empirical study. International Journal of Management, 24(3), 582–588.

    Google Scholar 

  • Qu, R. (2009). Developing corporate social responsibility in China: the impact of governments, market orientation and ownership structure. In Z. Wu (Ed.), China in the World Economy. Hoboken, NJ: Routledge.

    Google Scholar 

  • Rhee, Y. (2004). The employee–public-organization chain in relationship management: a case study of a government organization. Gainesville, FL: Institute for Public Relations.

    Google Scholar 

  • Ruler, B., Verčič, D., Buetschi, G., & Flodin, B. (2000). European Body of Knowledge on Public Relations/Communication Management. Report of the Delphi Research Project 2000. Ghent/Ljubljana: European Association for Public Relations Education and Research.

    Google Scholar 

  • Schwartz, M. S., & Carroll, A. B. (2003). Corporate social responsibility: a three-domain approach. Business Ethics Quarterly, 13(4), 503–530.

    Article  Google Scholar 

  • Sethi, S. P. (1975). Dimensions of corporate social performance: an analytic framework. California Management Review, 17, 58–64.

    Article  Google Scholar 

  • Shah, M.H., & Chen, X. (2010). Relational corporate social responsibility: public relations implications in culturally Confucius China. International Journal of Business and Social Science, Dec. 117–123. Center for Promotion Ideas, USA. Retrieved from http://www.ijbssnet.com.

  • Shen, Z. Y., Liu, X. G., & Zhou, X. H. (2008). Research on state-owned enterprise reform: In view of social responsibility (in Chinese). China Industrial Economics, 9, 141–149.

    Google Scholar 

  • Smith, C. (1996). 8 September) (p. 11). Corporate citizens and their critics: New York Times.

    Google Scholar 

  • Sriramesh, K. (1992a). The impact of societal culture on public relations: An ethnographic study of south Indian organizations (Unpublished doctoral dissertation). College Park: University of Maryland.

    Google Scholar 

  • Sriramesh, K. (1992b). Societal culture and public relations: ethnographic evidence from India. Public Relations Review, 18, 202–211.

    Article  Google Scholar 

  • Sriramesh, K., & Takasaki, M. (1999). The impact of culture on Japanese public relations. Journal of Communication Management, 3(4), 337–352.

    Article  Google Scholar 

  • Steyn, B. (2003). From strategy to corporate communication strategy: A conceptualisation. Journal of Communication Management, 8(2), 168–183.

    Article  Google Scholar 

  • Ting-Toomey, S. (1998). Communication across cultures. New York, London: The Guilford Press.

    Google Scholar 

  • Visser, W. (2008). Corporate social responsibility in developing countries. In A. Crane, A. McWilliams, D. Matten, & J. Moon (Eds.), The Oxford handbook of corporate social responsibility (pp. 473–499). New York: Oxford University Press.

    Google Scholar 

  • Visser, W. (2011). The age of responsibility: CSR 2.0 and the new DNA of business. Cornwall: John Wiley & Sons.

    Google Scholar 

  • Wang, S. (2015). Chinese strategic decision-making on CSR. London: Springer.

    Book  Google Scholar 

  • Wang, Q., & Dou, J. (2012). Chinese managers’ cognition of corporate social responsibility: an empirical investigation. Chinese Management Studies, 6(3), 426–433.

    Article  Google Scholar 

  • Wang, S., Gao, Y., Hodgkinson, G., Rousseau, D., & Flood, P. (2015). Opening the black box of CSR decision-making: a policy-capturing study of charitable donation decisions in China. Journal of Business Ethics, 128, 665–683.

    Article  Google Scholar 

  • Wang, L., & Juslin, H. (2009). The impact of Chinese culture on corporate social responsibility: The harmony approach. Journal of Business Ethics, 88, 433–451.

    Article  Google Scholar 

  • Waldman, D., Siegel, D., & Javidan, M. (2006). Components of CEO transformational leadership and corporate social responsibility. Journal of Management Studies, 43(8), 1703–1723.

    Article  Google Scholar 

  • Wartick, S. L., & Rude, R. E. (1986). Issues management: Corporate fad or corporate function? California Management Review, 29(1), 124–140.

    Article  Google Scholar 

  • Whelan, G. (2007). Corporate social responsibility in Asia: A Confucian context. In S. May, G. Cheney, & J. Roper (Eds.), The debate over corporate social responsibility (pp. 105–118). New York: Oxford University Press.

    Google Scholar 

  • Yang, B. (2012). Confucianism, socialism, and capitalism: A comparison of cultural ideologies and implied managerial philosophies and practices in PR in China. Human Resource Management Review, 22, 165–178.

    Article  Google Scholar 

  • Yankey, J. A. (1996). Corporate support of non-profit organizations. In D. F. Burlingame & D. R. Young (Eds.), Corporate philanthropy at crossroads (pp. 7–22). Bloomington, IN: Indiana University Press.

    Google Scholar 

  • Yin, J., & Zhang, Y. (2012). Institutional dynamics and corporate social responsibility (CSR) in an emerging country context: Evidence from China. Journal of Business Ethics, 111, 301–316.

    Article  Google Scholar 

  • Yu, W., & Hu, H. (2014). Corporate social responsibility in shaping corporate image: An empirical study of state-owned enterprises in China. In K. C. P. Low et al. (Eds.), Corporate social responsibility in Asia, CSR, Sustainability, Ethics & Governance. Switzerland: Springer International Publishing.

    Google Scholar 

  • Yudarwati, G.A. (2011). The enactment of corporate social responsibility and public relations practices: Case studies from the Indonesian mining industry. Unpublished doctoral dissertation, RMIT University, Australia.

    Google Scholar 

  • Zhang, R., Rezaee, Z., & Zhu, J. (2009). Corporate philanthropy disaster response and ownership type: Evidence from Chinese firms’ response to the Sichuan earthquake. Journal of Business Ethics, 91, 51–63.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. University of Melbourne, Melbourne, VIC, Australia

    Dashi Zhang PhD, MPhil, MA, BA

Authors
  1. Dashi Zhang PhD, MPhil, MA, BA
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Dashi Zhang PhD, MPhil, MA, BA .

Rights and permissions

Reprints and permissions

Copyright information

© 2017 Springer Nature Singapore Pte Ltd.

About this chapter

Cite this chapter

Zhang, D. (2017). Corporate Social Responsibility, Culture, and Ownership. In: Corporate Social Responsibility in China. Communication, Culture and Change in Asia, vol 4. Springer, Singapore. https://doi.org/10.1007/978-981-10-4825-8_2

Download citation

Publish with us

Policies and ethics

Search

Navigation