Corporate social responsibility and an enterprise’s operational efficiency: considering competitor’s strategies and the perspectives of long-term engagement

Corporate social responsibility and an enterprise’s operational efficiency: considering... This study employs an existing slacks-based measure-data envelopment analysis to calculate an enterprise’s operational efficiency. With Tobit and threshold regressions, the author analyses the effects of the corporate social responsibility (CSR) engagement of both a focal company and its competitors on its operational efficiency. Long-term CSR engagement plays an important role in corporate efficiency. A firm may enhance the effects of its short-term CSR engagement and decrease those of its competitor’s long-term CSR engagement on efficiency by increasing its own long-term CSR engagement. When a competitor’s long-term CSR engagement is high, its short-term CSR engagement will decrease corporate efficiency. However, when the competitor’s long-term CSR engagement is low, the firm’s long-term CSR engagement will improve its efficiency. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Quality & Quantity Springer Journals

Corporate social responsibility and an enterprise’s operational efficiency: considering competitor’s strategies and the perspectives of long-term engagement

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Publisher
Springer Journals
Copyright
Copyright © 2015 by Springer Science+Business Media Dordrecht
Subject
Social Sciences; Methodology of the Social Sciences; Social Sciences, general
ISSN
0033-5177
eISSN
1573-7845
D.O.I.
10.1007/s11135-015-0276-z
Publisher site
See Article on Publisher Site

Abstract

This study employs an existing slacks-based measure-data envelopment analysis to calculate an enterprise’s operational efficiency. With Tobit and threshold regressions, the author analyses the effects of the corporate social responsibility (CSR) engagement of both a focal company and its competitors on its operational efficiency. Long-term CSR engagement plays an important role in corporate efficiency. A firm may enhance the effects of its short-term CSR engagement and decrease those of its competitor’s long-term CSR engagement on efficiency by increasing its own long-term CSR engagement. When a competitor’s long-term CSR engagement is high, its short-term CSR engagement will decrease corporate efficiency. However, when the competitor’s long-term CSR engagement is low, the firm’s long-term CSR engagement will improve its efficiency.

Journal

Quality & QuantitySpringer Journals

Published: Nov 5, 2015

References

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