Journal of Business Ethics

, Volume 147, Issue 2, pp 419–444 | Cite as

Mapping the Relationship Among Political Ideology, CSR Mindset, and CSR Strategy: A Contingency Perspective Applied to Chinese Managers

  • Fuming Jiang
  • Tatiana Zalan
  • Herman H. M. Tse
  • Jie Shen


The literature on antecedents of corporate social responsibility (CSR) strategies of firms has been predominately content driven. Informed by the managerial sense-making process perspective, we develop a contingency theoretical framework explaining how political ideology of managers affects the choice of CSR strategy for their firms through their CSR mindset. We also explain to what extent the outcome of this process is shaped by the firm’s internal institutional arrangements and external factors impacting on the firm. We develop and test several hypotheses using data collected from 129 Chinese managers. The results show that managers with a stronger socialist ideology are likely to develop a mindset favouring CSR, which induces the adoption of a proactive CSR strategy. The CSR mindset mediates the link between socialist ideology and CSR strategy. The strength of the relationship between the CSR mindset and the choice of CSR strategy is moderated by customer response to CSR, industry competition, the role of government, and CSR-related managerial incentives.


Socialist ideology CSR mindset CSR strategy Customer response Industry competition Role of government CSR-related managerial incentives 


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Authors and Affiliations

  • Fuming Jiang
    • 1
  • Tatiana Zalan
    • 2
  • Herman H. M. Tse
    • 3
  • Jie Shen
    • 4
  1. 1.School of Management, Curtin Business SchoolCurtin UniversityPerthAustralia
  2. 2.Department of Management, School of Business AdministrationAmerican University in DubaiDubaiUnited Arab Emirates
  3. 3.Department of Management, Monash Business SchoolMonash UniversityCaulfieldAustralia
  4. 4.Shenzhen International Business SchoolShenzhen UniversityShenzhenChina

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