A Study of Management Perceptions of the Impact of Corporate Social Responsibility on Organisational Performance in Emerging Economies: The Case of Dubai

By B. Rettab, Anis ben Brik, Kamel Mellahi. Journal of Business Ethics, 2008

579 citations recorded by the source corpus.

Subfields: Artificial Intelligence, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4d136fb790b53a8842fad71ba3c13c1b9de69691

How researchers see this paper

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

In Artificial Intelligence

1. Matthias Ehrgott
2. Simon Cadez
3. A. Galant

In Sociology and Political Science

1. D. Kantur
2. C. Maden
3. E. Telci
4. E. Arıkan
5. Eliza Oliveira
6. M. Hartmann
7. Pedro Ferreira
8. Craig R. Carter

In Strategy and Management

1. Felix Reimann
2. Matthias Ehrgott
3. Lutz Kaufmann
4. Craig R. Carter
5. Yuan Lu
6. V. Shirodkar
7. Palitha Konara
8. Seyyed Alireza Saaeidi

Citations in the corpus

• Corporate social responsibility, firm value and financial performance in Brazil (2011, background): “Two examples of such works are rec nt, one in Dubai (Rettab et al., 2009), and another in Taiwan (Lin et al., 2009).”
• Linking corporate social responsibility to corporate reputation: A study on understanding behavioral consequences (2012, background): “Pointing to the strategic use of CSR policy, Rettab et al. (2009) also investigate the potential impact CSR had on organizational performance and find that CSR has a positive relationship with CR even in emerging economies where the researchers expect that CSR activities will not be communicated…”
• Corporate Social Responsibility in China: A Corporate Governance Approach (2014, background): “Some random work are also found in studying CSR practices and social performance in other emerging economies such as India (Arevado and Aravind 2011; Kannabiran 2009), Mexico (Muller and Kolk 2008), Brazil (Cruz and Boehe 2010), Dubai (Rettab et al. 2009), and Russia (Preuss and Barkemeyer 2011).”
• Factors Influencing Levels of Corporate Social Responsibility Disclosure by Libyan Firms: A Mixed Study (2012, background): “Large companies are also more able than small companies to communicate their CSR activities to external stakeholders (Rettab, Brik, & Mellahi, 2009).”
• Does corporate social responsibility impact on employee engagement (2014, background): “However, this interest has been focused on issues such as performance (Rettab et al., 2009), strategy (McWilliams et al., 2006), marketing and consumer behaviour (Sen and Bhattacharya, 2001; Real de Oliveira and Rodrigues, 2012), neglecting the importance of human resources.”
• Institutional Distance and Foreign Subsidiary Performance in Emerging Markets: Moderating Effects of Ownership Strategy and Host-Country Experience (2016, background): “However, experienced subsidiaries have been found to realise that adapting to locally accepted norms such as complying with the Green Rating Project (in India), sponsoring activities (such as education and healthcare) and engaging with local development organisations allows MNEs to better communicat”
• How does corporate social responsibility contribute to firm financial performance? The mediating role of competitive advantage, reputation, and customer satisfaction (2015, methodology): “Later, survey data was adopted from 280 companies in UAE by Rettab et al. (2009) to examine the connection between CSR operations and company performance; the outcome indicated that CSR has a positive association with all three determinants of company performance: monetary performance, personnel…”