Legitimacy, Visibility, and the Antecedents of Corporate Social Performance: An Investigation of the Instrumental Perspective

By S. Chiu, Mark P. Sharfman. 2011

428 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/c93278c8a01ed297b7ab3a185dc8dc42d0baf430

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. Laura J. Spence
2. C. Wickert
3. James E. Mattingly
4. Andreas Georg Scherer
5. Kamalesh Kumar
6. Giovanna Michelon
7. G. Boesso

In Organizational Behavior and Human Resource Management

1. Laura J. Spence
2. C. Wickert
3. James E. Mattingly
4. Andreas Georg Scherer

In Strategy and Management

1. Laura J. Spence
2. Andreas Georg Scherer
3. C. Wickert
4. James E. Mattingly
5. Kamalesh Kumar
6. Giovanna Michelon
7. G. Boesso

Citations in the corpus

• Corporate Social Performance: A Review of Empirical Research Examining the Corporation–Society Relationship Using Kinder, Lydenberg, Domini Social Ratings Data (2017, background): “In addition, Chiu and Sharfman (2011) reported that slack resources reduced the extent to which visible firms engaged in CSP, perhaps indicating that slack resources could be used to buffer the firm from institutional pressure.”
• Walking and Talking Corporate Social Responsibility: Implications of Firm Size and Organizational Cost (2016, positive): “…for size but limit their sample to publicly listed firms (e.g., Adams and Hardwick, 1998; Brammer and Millington, 2006), to firms included in various sustainability rankings (e.g., Chiu and Sharfman, 2011; Russo and Fouts, 1997 or indexes such as the Fortune Global 500 (Muller and Kr € aussl, 2011).”
• How CEO hubris affects corporate social (Ir)responsibility (2015, neutral): “, 2013; Chiu and Sharfman, 2011). A few recent studies have already started investigating how cognitive factors influence positive CSR engagement (Chin et al., 2013; Wong et al., 2011). For instance, among a sample of 249 CEOs, Chin et al. (2013) found that CEOs’ political ideologies influenced thei”
• Examining the Link between Strategic Corporate Social Responsibility and Company Performance: An Analysis of the Best Corporate Citizens (2013, background): “…of initiatives undermuch closer scrutiny in terms of the business benefits received from supporting the demands of non-shareholding stakeholder groups; decision-making concerning CSR initiatives has been increasingly focused on providing tangible returns to the company (Chiu and Sharfman, 2009).”