Strategic Outcomes in Voluntary CSR: Reporting Economic and Reputational Benefits in Principles-Based Initiatives
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Although existing research evaluates the growth and motivations behind global corporate social responsibility (CSR) activity, there is little understanding whether these growing commitments generate strategic benefits to their adherents. In this article, we analyze the organizational attributes that underlie the firm’s ability to generate competitive advantage from the adoption of a global CSR framework. We develop hypotheses on economic and reputational benefits and test whether firm performance, organizational resources, and access to business and CSR networks determine these benefits in CSR frameworks. Results from a survey of 213 Spanish global compact business participants strongly support our arguments.
KeywordsGlobal CSR frameworks Economic theory of strategic CSR Resource-based view Corporate social performance Corporate financial performance Competitive advantage UN Global Compact
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