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首页> 外文学位 >Linking social responsibility activities to social responsibility strategies and determining their impacts to the firm.
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Linking social responsibility activities to social responsibility strategies and determining their impacts to the firm.

机译：将社会责任活动与社会责任战略联系起来，并确定其对公司的影响。

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摘要

I identify six social responsibility strategies by linking a firm's corporate social responsibility (CSR) activities to social responsibility strategies using both CSR and strategic management theory. In addition, I investigate each strategy's impact to the firm. By looking at the wide range of different activities that a firm takes in the area of CSR and finding common theoretical links, I demonstrate that firms do form social responsibility strategies. Five specific strategies (giving, externality reducing, resource leveraging, product differentiation and stakeholder relationship) emerge and each has a different impact. While prior research has focused on overall performance (i.e., return on equity or assets, etc.), I suggest and find that each strategy has different primary impacts. I link each theoretical strategy to the firm impact that most closely aligns with the theory, including reputation, public policy risk, efficiency, sales and adverse stakeholder actions. I hypothesize primary impacts of each strategy; however, I also investigate alternative impacts. Finally, I investigate whether size drives firms from a specific to a combination social responsibility strategy.; The results of the empirical tests on firms in the 1993 Kinder, Lydenberg, Domini (KLD) dataset, using panel data analysis techniques for 308 firms between 1993 and 2000, show support that firms do exhibit both specific and combination social responsibility strategies and that each strategy has a different impact. In particular, I found that a resource leveraging strategy increases efficiencies, a giving strategy reduces efficiencies, an externality reducing and product differentiation strategy has no impact, and a stakeholder relationship strategy increases adverse stakeholder actions. I found that size drives firms to a combination strategy that leads to more efficiency. I also found that firms with only an externality reducing had mixed results, only resource leveraging increases sales while only product differentiation lowers sales and only a stakeholder relationship may increase efficiencies. I suggest further investigation into possible social responsibility strategies to understand their varied impacts on the firm. I also suggest that managers think carefully about the strategy they employ when helping society as the strategy chosen is likely to have different impacts to the firm. Implications for theory and future research are advanced as well.
机译：通过使用企业社会责任和战略管理理论将公司的企业社会责任（CSR）活动与社会责任战略联系起来，我确定了六种社会责任战略。此外，我研究了每种策略对公司的影响。通过考察企业在企业社会责任领域的各种不同活动并找到共同的理论联系，我证明了企业确实形成了社会责任战略。出现了五种特定的策略（给予，减少外部性，利用资源，产品差异化和利益相关者关系），每种策略都有不同的影响。虽然先前的研究着重于整体绩效（即股本回报率或资产回报率等），但我建议并发现每种策略都有不同的主要影响。我将每种理论策略与最接近该理论的公司影响联系起来，包括声誉，公共政策风险，效率，销售和利益相关方的不利行为。我假设每种策略的主要影响；但是，我也研究了其他影响。最后，我研究了规模是否将公司从特定的社会责任战略带到了联合战略。使用1993年至2000年间308家公司的面板数据分析技术对1993年Kinder，Lydenberg，Domini（KLD）数据集中的公司进行的实证检验的结果表明，公司确实表现出特定的和组合的社会责任策略，并且每个公司都有策略有不同的影响。特别是，我发现资源利用策略可以提高效率，赠予策略可以降低效率，外部性降低和产品差异化策略没有影响，利益相关者关系策略可以增加不利的利益相关者行为。我发现，规模驱动公司采取联合战略，从而提高效率。我还发现，只有外部性降低的公司才有好坏参半的结果，只有利用资源才能增加销售额，而只有产品差异化才能降低销售额，只有与利益相关者的关系才能提高效率。我建议进一步研究可能的社会责任策略，以了解其对公司的各种影响。我还建议管理人员在帮助社会时认真考虑他们采用的策略，因为选择的策略可能会对公司产生不同的影响。理论和未来研究的意义也得到了发展。

著录项

  • 作者

    Coleman, Darrell Gorman.;

  • 作者单位

    The University of Utah.;

  • 授予单位 The University of Utah.;
  • 学科 Business Administration Management.
  • 学位 Ph.D.
  • 年度 2007
  • 页码 281 p.
  • 总页数 281
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类 贸易经济;
  • 关键词

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