Strategic Corporate Social Responsibility and Value Creation

By Bryan W. Husted, D. Allen. 2009

117 citations recorded by the source corpus.

Subfields: Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/07ee0ed57dad838e8be44e114215fbc5375c5278

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Citations in the corpus

Latin America Management Research: Review, Synthesis, and Extension (2011, methodology): “…with franchisee performance (Falbe & Welsh, 1998); understanding the conditions when corporate social responsibility is related to value creation (Husted & Allen, 2009); and applying the knowledge-based view of the firm to explain performance differences of MNE affiliates in Latin America (Del…”
Are firms with different CSR profiles equally innovative? Empirical analysis with survey data (2013, methodology): “Husted and Allen (2007), who call this variable ‘‘appropriability’’, suggest that one of best ways to extract economic benefits from CSR is product differentiation, through the development of a new product or process. With these three variables, we aim to capture various sources of private benefits,”
A Study of Management Perceptions of the Impact of Corporate Social Responsibility on Organisational Performance in Emerging Economies: The Case of Dubai (2008, background): “, 2004) and over-reliance on financial performance that, in isolation, does not capture the full impact of CSR on the firm's overall performance (Husted and Allen, 2007).”
Strategic Corporate Social Responsibility of Multinational Companies Subsidiaries in Emerging Markets: Evidence from China (2016, background): “…from passive compliance with societal expectations to more proactive engagement with social issues, particularly among global market-oriented MNCs who are under close monitoring and scrutiny in relation to various aspects of value creation (both monetary and social) (Husted and Allen, 2006, 2009).”