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Co-opetition for corporate social responsibility and sustainability: drivers and success factors

Co-opetition for corporate social responsibility and sustainability: drivers and success factors Over the past few decades, many initiatives have been proposed in response to critical environmental challenges. However, in most cases, progress has been inadequate, raising questions as to why so few organisations have been successful in adopting effective sustainability measures. To address this dilemma, this paper aims to propose a range of sustainability-related co-opetitive strategies that are likely to be beneficial for organisations and society. The research findings provide support for co-opetitive approaches to corporate social responsibility (CSR) and sustainability by providing evidence within an Australian context.Design/methodology/approachResearch methods comprised 14 interviews with senior executives/managers from private and public sector organisations in Australia. Thematic content analysis indicates the presence of three types of drivers (commonality-driven, competition-driven and collaboration-driven) and three critical success factors (governance, public policy and relationship principles) related to co-opetition, CSR and sustainability.FindingsFindings indicate that inter-firm co-opetition could be considered a viable strategy to improve performance across the economic, social and environmental dimensions of sustainability. Limitations concern the number of interviews conducted.Originality/valueBased on the research findings, a typology was created that depicts different forms of co-opetition in CSR/sustainability and their relationships with firm performance. Moreover, the typology illustrates the importance of co‐opetitive partnerships in supporting effective responses to sustainability challenges and opportunities. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Sustainability Accounting, Management and Policy Journal Emerald Publishing

Co-opetition for corporate social responsibility and sustainability: drivers and success factors

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
2040-8021
DOI
10.1108/sampj-03-2020-0063
Publisher site
See Article on Publisher Site

Abstract

Over the past few decades, many initiatives have been proposed in response to critical environmental challenges. However, in most cases, progress has been inadequate, raising questions as to why so few organisations have been successful in adopting effective sustainability measures. To address this dilemma, this paper aims to propose a range of sustainability-related co-opetitive strategies that are likely to be beneficial for organisations and society. The research findings provide support for co-opetitive approaches to corporate social responsibility (CSR) and sustainability by providing evidence within an Australian context.Design/methodology/approachResearch methods comprised 14 interviews with senior executives/managers from private and public sector organisations in Australia. Thematic content analysis indicates the presence of three types of drivers (commonality-driven, competition-driven and collaboration-driven) and three critical success factors (governance, public policy and relationship principles) related to co-opetition, CSR and sustainability.FindingsFindings indicate that inter-firm co-opetition could be considered a viable strategy to improve performance across the economic, social and environmental dimensions of sustainability. Limitations concern the number of interviews conducted.Originality/valueBased on the research findings, a typology was created that depicts different forms of co-opetition in CSR/sustainability and their relationships with firm performance. Moreover, the typology illustrates the importance of co‐opetitive partnerships in supporting effective responses to sustainability challenges and opportunities.

Journal

Sustainability Accounting, Management and Policy JournalEmerald Publishing

Published: Oct 7, 2021

Keywords: Co-opetition; Typology; Sustainability; CSR drivers and success factors

References