Corporate Social Responsibility and Competitive Advantage: Overcoming the Trust Barrier

By Shuili Du, C. Bhattacharya, Sankar Sen. Management Sciences, 2011

490 citations recorded by the source corpus.

Subfields: Communication, Information Systems and Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8b0bd8f2df1b46c6b9e2c79bc6b026c9b816af4b

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Citations in the corpus

Socially and Environmentally Responsible Value Chain Innovations: New Operations Management Research Opportunities (2017, background): “Examples include Bierhoff (2002), Servaes and Tamayo (2013), and Du et al. (2011).”
The Business Case for Corporate Social Responsibility (2018, background): “Du, Bhattacharya, and Sen (2011) demonstrated the effects of having more “skin in the game” from a different perspective, showing that when consumers went beyond mere awareness of a firm’s CSR effort and physically participated in it, they developed a more positive attitude toward the firm.”
The effects of managerial and employee attributions for corporate social responsibility initiatives (2017, background): “A critical roadblock in the successful implementation/communication of CSR is stakeholders’ self-serving attributions (Du et al., 2011).”
Motives and Performance Outcomes of Sustainable Supply Chain Management Practices: A Multi-theoretical Perspective (2017, background): “…etc. Conceived as a company’s discretionary involvement in business practices that further economic, societal, and environmental well-being, CSR means all of the above to some contemporary scholars (e.g., Du et al. 2011; Aguinis and Glavas 2012; Blome and Paulraj 2013; Vlachos et al. 2013).”
Exploring the relationship between corporate social responsibility and firm innovation (2014, background): “Socially responsible firms are more likely to enjoy greater trust, higher levels of satisfaction and loyalty among various stakeholders, including customers, employees, investors, business partners, and communities (Du et al. 2011, 2007; Klein and Dawar 2004; Surroca et al. 2010).”
How Perceived Corporate Social Responsibility Affects Employee Cynicism: The Mediating Role of Organizational Trust (2018, result): “1 3 These findings are in line with the growing body of research about the impact of CSR on consumer trust and the intention to buy (Pivato et al. 2008; Castaldo et al. 2009; Du et al. 2011; Park et al. 2014; Swaen and Chumpitaz 2008).”
Linking social and economic responsibilities with financial performance: The role of innovation (2016, result): “This insight corroborates the notions of Du, Bhattacharya, and Sen (2011) that, by engaging in CSR activities, companies can not only generate favourable stakeholder attitudes and better support behaviours (e.g. purchase, seeking employment, or investing in the company), but also, over the long…”
Country-level institutions, firm value, and the role of corporate social responsibility initiatives (2017, background): “” CSR initiatives signal a firm’s commitment to act in accordance with stakeholders’ expectations (Brammer & Pavelin, 2006; Du et al., 2011; Zhang et al., 2014), which may evoke reciprocal commitment.”
Effects of corporate social responsibility on customer satisfaction and organizational attractiveness: A signaling perspective (2019, unknown): “However, many chief financial officers (CFOs) are uncertain about the strategic value of CSR and no consensus has been reached to define how CSR creates value (Bonini et al., 2009; Du et al., 2011).”
Competing for Government Procurement Contracts: The Role of Corporate Social Responsibility (2018, unknown): “Studies in this vein emphasize the role of CSR in improving employee engagement (Flammer & Luo, 2017), fostering employees’ innovation (Flammer & Kacperczyk, 2016), and establishing a unique customer base (Du et al., 2011), among others.”
Feeling Good by Doing Good: Employee CSR-Induced Attributions, Job Satisfaction, and the Role of Charismatic Leadership (2013, background): “Theoretical and empirical literature on corporate social responsibility (CSR)—a company’s discretionary involvement in business practices that appear to further economic, societal, and environmental well-being (Du et al. 2011)—is burgeoning.”