Browse > Article
http://dx.doi.org/10.7232/iems.2014.13.3.342

Drivers of Corporate Social Responsibility Leading to Sustainable Development  

Sy, Maria Victoria U. (College of Arts and Sciences, University of San Jose Recoletos)
Publication Information
Industrial Engineering and Management Systems / v.13, no.3, 2014 , pp. 342-355 More about this Journal
Abstract
Organizational dedication to corporate social responsibility (CSR) is set off by a number of driving forces, such as enhancing corporate financial performance, concern for the environment, regulatory compliance, and social equity. This article aims to ascertain the uptake of CSR among firms in the Philippines and Thailand leading to the attainment of sustainable development. The results revealed that CSR is carried out by the companies primarily to enhance their competitive advantage and legal compliance, which are deemed essential to the firms' existence. This study seeks to contribute to understanding how companies undertake their operations based on socially responsible practices so that the theoretical conceptualizations of sustainability can be developed. By determining what prods companies to pursue CSR, it will shed light on the mechanism that promotes the existence of sustainable organizations, linking it with CSR and the companies' objectives and strategies.
Keywords
Corporate Social Responsibility; Sustainable Development; Drivers of CSR; Economic Performance Regulatory Provisions;
Citations & Related Records
Times Cited By KSCI : 2  (Citation Analysis)
연도 인용수 순위
1 Baughn, C. C., Bodie, N. L., and McIntosh, J. C. (2007), Corporate social and environmental responsibility in Asian countries and other geographical regions, Corporate Social Responsibility and Environmental Management, 14(4), 189-205.   DOI
2 Brammer, S. and Millington, A. (2004), The development of corporate charitable contributions in the UK: A stakeholder analysis, Journal of Management Studies, 41(8), 1411-1434.   DOI
3 Brauer, D. B. (2011), A model for implementing a successful sustainability strategy, Journal of Values-Based Leadership, 4(2), article 6.
4 Campbell, J. L. (2007), Why would corporations behave in socially responsible ways? An institutional theory of corporate social responsibility, Academy of Management Review, 32(3), 946-967.
5 Carroll, A. B. (1991), The pyramid of corporate social responsibility: toward the moral management of organizational stakeholders, Business Horizons, 34(4), 39-48.
6 Carroll, A. B. (1999), Corporate social responsibility evolution of a definitional construct, Business and Society, 38(3), 268-295.   DOI   ScienceOn
7 Chen, R. H. (2014), Effects of green operations and green innovation on firm's environmental performance, Industrial Engineering and Management Systems, 13(2), 118-128.   DOI
8 DeGeorge, R. T. (1986), Business Ethics (2nd ed.), Mc-Millan, New York, NY.
9 Dillman, D. A. (2006), Mail and Internet Surveys: The Tailored Design Method, Wiley, New York, NY.
10 Dyllick, T. and Hockerts, K. (2002), Beyond the business case for corporate sustainability, Business Strategy and the Environment, 11(2), 130-141.   DOI   ScienceOn
11 Flynn, B. B., Sakakibara, S., Schroeder, R. G., Bates, K. A., and Flynn, E. J. (1990), Empirical research methods in operations management, Journal of Operations Management, 9(2), 250-284.   DOI   ScienceOn
12 Friedman, A. L. and Miles, S. (2002), Developing stakeholder theory, Journal of Management Studies, 39(1), 1-21.   DOI
13 Hahn, R. (2011), Integrating corporate responsibility and sustainable development: a normative-conceptual approach to holistic management thinking, Journal of Global Responsibility, 2(1), 8-22.   DOI
14 Henriques, A. and Richardson, J. (2004), The Triple Bottom Line: Does It All Add Up? Routledge, London.
15 Luo, X. and Bhattacharya, C. B. (2006), Corporate social responsibility, customer satisfaction, and market value, Journal of Marketing, 70(4), 1-18.
16 Kusku, F. and Zarkada-Fraser, A. (2004), An empirical investigation of corporate citizenship in Australia and Turkey, British Journal of Management, 15(1), 57-72.   DOI
17 Lawrence, A. T., Weber, J., and Post, J. E. (2005), Business and Society: Stakeholders, Ethics, Public Policy (11th ed.), McGraw-Hill/Irwin, Boston, MA.
18 Lindgreen, A. and Swaen, V. (2004), Corporate citizenship: let not relationship marketing escape the management toolbox, Corporate Reputation Review, 7(4), 346-363.
19 Maignan, I. and Ferrell, O. C. (2000), Measuring corporate citizenship in two countries: the case of the United States and France, Journal of Business Ethics, 23(3), 283-297.   DOI   ScienceOn
20 Maignan, I. and Ralston, D. A. (2002), Corporate social responsibility in Europe and the US: insights from businesses' self-presentations, Journal of International Business Studies, 33(3), 497-514.   DOI
21 Manner, M. H. (2010), The impact of CEO characteristics on corporate social performance, Journal of Business Ethics, 93(1), 53-72.   DOI
22 Maon, F., Lindgreen, A., and Swaen, V. (2009), Designing and implementing corporate social responsibility: an integrative framework grounded in theory and practice, Journal of Business Ethics, 87(1), 71-89.   DOI
23 Margolis, J. D. and Walsh, J. P. (2001), People and Profits? The Search for a Link between a Company's Social and Financial Performance, Lawrence Erlbaum Association, Mahwah, NJ.
24 Moon, J. and Vogel, D. (2008), Corporate social responsibility, government, and civil society. In: The Oxford Handbook of Corporate Social Responsibility, Oxford University Press, Oxford.
25 Matten, D. and 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.   DOI
26 Maxwell, J. A. (1996), Qualitative Research Design.
27 McCracken, G. D. (1988), The Long Interview, Sage Publications, Newbury Park, CA.
28 Nunnally, J. C. and Bernstein, I. H. (1994), Psychometric Theory (3rd ed.), McGraw-Hill, New York, NY.
29 Pearce, J. A. and Doh, J. P. (2012), The high impact of collaborative social initiatives, MIT Sloan Management Review, 46(3), 30-39.
30 Pinkston, T. S. and Carroll, A. B. (1994), Corporate citizenship perspectives and foreign direct investment in the US, Journal of Business Ethics, 13(3), 157-169.   DOI
31 Preston, L. E. and O'Bannon, D. P. (1997), The corporate social-financial performance relationship, Business and Society, 36(4), 419-429.   DOI
32 Reinhardt, F. L., Stavins, R. N., and Vietor, R. H. (2008), Corporate social responsibility through an economic lens, Review of Environmental Economics and Policy, 2(2), 219-239.   DOI
33 Rodriguez, P., Siegel, D. S., Hillman, A., and Eden, L. (2006), Three lenses on the multinational enterprise: politics, corruption, and corporate social responsibility, Journal of International Business Studies, 37(6), 733-746.   DOI
34 Van Lee, R. Fabish, L., and McGaw, N. (2005), The value of corporate values, Strategy+Business, (39), 1-14.
35 Shah, R. and Goldstein, S. M. (2006), Use of Structural Equation Modeling in Operations Management Research: Looking Back and Forward, Journal Operations Research Management, 24, 148-169.   DOI   ScienceOn
36 Sharma, S. (2000), Managerial interpretations and organizational context as predictors of corporate choice of environmental strategy, Academy of Management Journal, 43(4), 681-697.   DOI
37 Swanson, D. L. (2008), Top managers as drivers for corporate social responsibility. In: The Oxford Handbook of Corporate Social Responsibility, Oxford University Press, Oxford.
38 Venkatraman, N. and Grant, J. H. (1986), Construct measurement in organizational strategy research: a critique and proposal, Academy of Management Review, 11(1), 71-87.
39 Visser, W., Matten, D., Pohl, M., and Tolhurst, N. (2010), The A to Z of Corporate Social Responsibility, John Wiley and Sons, Hoboken, NJ.
40 Waddock, S. A., Bodwell, C., and Graves, S. B. (2002), Responsibility: the new business imperative, The Academy of Management Executive, 16(2), 132-148.
41 Welford, R. (2005), Corporate social responsibility in Europe, North America and Asia, Journal of Corporate Citizenship, (17), 33-52.
42 Whetten, D. A., Rands, G., and Godfrey, P. (2002), What are the responsibilities of business to society. In: Pettigrew, A. M., Thomas, H., and Whittington, R. (eds.), Handbook of Strategy and Management, Sage Publications, Thousand Oaks, CA, 373-408.
43 Tan, K. H., Shi, L., Tseng, M. L., and Cui, W. J. (2014), Managing the indirect effects of environmental regulation and performance measurement, Industrial Engineering and Management Systems, 13(2), 148-153.   DOI
44 Willard, B. (2012), The New Sustainability Advantage: Seven Business Case Benefits of a Triple Bottom Line, New Society Publishers, Gabriola Island, BC.
45 Kolk, A. (2010), Trajectories of sustainability reporting by MNCs, Journal of World Business, 45(4), 367-374.   DOI
46 Marquis, C., Glynn, M. A., and Davis, G. F. (2007), Community isomorphism and corporate social action, Academy of Management Review, 32(3), 925-945.   DOI