Strategic Corporate Social Responsibility and Value Creation among Large Firms: Lessons from the Spanish Experience

By Bryan W. Husted, D. Allen. 2007

512 citations recorded by the source corpus.

Subfields: Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8e8fb497b5d80fc4a8859db88f3eef3b6b4c885a

How researchers see this paper

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

In Marketing

1. Juelin Yin
2. Tobias Hahn
3. Frank Figge
4. Dima Jamali
5. J. Pinkse
6. J. Moon
7. Stephen Brammer
8. A. Millington

In Strategy and Management

1. Dima Jamali
2. Juelin Yin
3. J. Moon
4. Tobias Hahn
5. Frank Figge
6. Stephen Brammer
7. Zaheer Khan
8. Y. Lew

Citations in the corpus

• An Institution of Corporate Social Responsibility (CSR) in Multi-National Corporations (MNCs): Form and Implications (2012, background): “Although popular, the business case for CSR (e.g. Schaltegger and Wagner, 2006; Zadek, 2006; Husted and Allen, 2007) focuses on how consideration of social or environmental concerns contribute to the financial position of the business (e.g. Friedman, 1970; Johnson, 2006; Porter and Kramer, 2006).”
• When Does It Pay to be Good? Moderators and Mediators in the Corporate Sustainability–Corporate Financial Performance Relationship: A Critical Review (2017, background): “At the core, such a strategic CS concept (Aguinis and Glavas 2013; Burke and Logsdon, 1996; Husted and Allen 2007) would focus on the integration of CS within a firm’s values, goals, and daily routines and operations.”
• Corporate social responsibility and innovative capacity: Intersection in a macro-level perspective (2018, unknown): “Research findings indicate that CSR can have a positive impact on stakeholder value and certain management strategies, one of which being innovation (Husted and Allen, 2007; Trebucq and Evraert, 2008).”
• A Study of Management Perceptions of the Impact of Corporate Social Responsibility on Organisational Performance in Emerging Economies: The Case of Dubai (2008, background): “Second, although researchers have provided convincing arguments for the potential strategic benefits of CSR activities, scholars have not reached a consensus on whether or not, and how, CSR affects organisational performance (Husted and Allen, 2007; Margolis and Walsh, 2003; Orlitzky et al., 2003).”
• Market Orientation, Corporate Social Responsibility, and Business Performance (2011, background): “Given the lack of consensus on how and even whether or not CSR affects business performance (Husted and Allen, 2007; Margolis and Walsh, 2001, 2003; McWilliams and Siegel, 2000; Orlitzky and Benjamin, 2001; Orlitzky et al., 2003; Wright and Ferris, 1997), these results provide support for the positi”
• Are firms with different CSR profiles equally innovative? Empirical analysis with survey data (2013, methodology): “This result offers empirical validation of Burke and Logsdon s (1996) theoretical predictions; it also extends an existing empirical study (Husted & Allen, 2007) that used only three dimensions.”
• Strategic Corporate Social Responsibility of Multinational Companies Subsidiaries in Emerging Markets: Evidence from China (2016, methodology): “The Burke and Logsdon (1996) framework provides a practical instrument for managers to design CSR strategies that pay off and thus has been adopted widely in research on the topic including for example Castka et al. (2004) and Husted and Allen (2007).”
• [Editorial] Trade-offs in corporate sustainability: you can't have your cake and eat it (2010, background): “First, literature at the organizational level refers to corporate environmental and/or CSR strategies (Aragón-Correa and Rubio-López, 2007; Aragón-Correa and Sharma, 2003; Burke and Logsdon, 1996; Husted and Allen, 2007; Orsato, 2006) or governance modes (Husted, 2003).”
• An Institutional Theory perspective on sustainable practices across the dairy supply chain (2014, background): “Developing a sustainable strategy requires a judicial blend of competitive advantage, requiring superior firm resources and capabilities as well as a fit between the external environment and the strategic action of firms (Burke and Logsdon, 1996; Husted and Allen, 2007).”
• Corporate social responsibility, firm value and financial performance in Brazil (2011, background): “Literature frequently controls also forirm size, risk and sector (Husted and Allen, 2007, Ullman, 1985, Griffin and Mahon, 1997, Waddock and Graves, 1997).”