The business case for corporate social responsibility: A company-level measurement approach for CSR

By M. Weber. 2008

891 citations recorded by the source corpus.

Subfields: Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4bb10f3dec1d211f314fc420f05defd44ca61689

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Marketing

In Strategy and Management

Citations in the corpus

Are firms with different CSR profiles equally innovative? Empirical analysis with survey data (2013, background): “Although the business benefits of CSR also have been subject to substantial research (for reviews, see Knox & Maklan, 2004; Weber, 2008), a significant gap remains ‘‘between the goals of the European Commission (which saw CSR as a vital link between innovation and competitiveness on the one hand and”
Consumer Attitude towards Sustainability of Fast Fashion Products in the UK (2021, background): “It is widely recognised that corporate social responsibility has significant effects on a firm’s competitive advantage over its opponents and market shares [53].”
Linking social and economic responsibilities with financial performance: The role of innovation (2016, background): “…activities, such as actions taken to address the concerns of environmental interest groups and the communities within which they operate (Perrini, 2005), actions ensuring that employees are treated fairly (Weber, 2008), or providing support for arts and cultural programs (Blakely & Aparicio, 1990).”
How does corporate social responsibility contribute to firm financial performance? The mediating role of competitive advantage, reputation, and customer satisfaction (2015, background): “There are different ideas about the effect of firm's size, age and revenue on the relationship between CSR and firm performance (see, Galbreath & Shum, 2012; Lee, Faff, & Langfield-Smith, 2009; Orlitzky et al., 2011; Webb, 2004; Weber, 2008).”
The Effect of Financial Crisis in Corporate Social Responsibility Performance (2011, background): “…not only the most common benefits that may arise from CSR implementation such as economic performance (Schiebel and Pochtrager, 2003) employee satisfaction (Fafaliou et al. 2006) and increased sales (Weber, 2008) but also the lost trust in businesses and capital markets (Decker and Sale, 2009).”
The concept of environmental performance and its measurement in empirical studies (2011, positive): “A firm which shows that its ecological footprint is low might create a higher willingness to pay for its products among customers, attract employees, lower its eco-related taxes, and attain positive media coverage (Lankoski 2000; Telle 2006; Ambec and Lanoie 2008; Weber 2008).”
Human factors: spanning the gap between OM and HRM (2010, background): “in corporate social responsibility (CSR), CSR is frequently discussed in terms of profit in the OM literature (e.g.Salzmann et al., 2005; Weber, 2008).”
Doing Good Business by Hiring Directors with Foreign Experience (2016, background): “…Schwaiger 2004); employment motivation (COM 2001; Schaltegger and Wagner 2006); cost reduction (Thorpe and Prakash-Mani 2003; Schaltegger and Wagner 2006; Weber 2008); revenue enhancement (Thorpe and Prakash-Mani 2003; Weber 2008); and risk reduction (Thorpe and Prakash-Mani 2003; Weber 2008).”
Effects of corporate social responsibility on customer satisfaction and organizational attractiveness: A signaling perspective (2019, positive): “Weber (2008) identifies the benefits of CSR as follows: improving firm image, reputation, and brand equity; enhancing employee motivation, re‐ tention, and recruitment; reducing costs and risks; and increasing revenues.”
Do customer satisfaction and reputation mediate the CSR–FP link? Evidence from Australia (2012, background): “That is, CSR is argued to offer a number of business benefits, including maintaining the license to operate, risk reduction, efficiency gains, and tax advantages (Weber, 2008).”
Operational Productivity, Corporate Social Performance, Financial Performance, and Risk in Manufacturing Firms (2016, background): “As Weber (2008) explains, ﬁrms with high-proﬁle CSP efforts can sometimes increase their risk of being targeted by NGOs and activists.”