The competitive advantage of corporate philanthropy.

By Michael E. Porter, M. Kramer. Harvard Business Review, 2002

3,341 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/cadefc75a8db35444e15eb2ea801ae2a04ef56d1

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1. Sadok El Ghoul
2. Xing-qiang Du
3. H. Jo
4. Juelin Yin
5. Maretno Agus Harjoto
6. Jinhua Cui
7. M. Malik
8. Li Cai

Citations in the corpus

• Firm Philanthropy in Small- and Medium-Sized Family Firms (2014, unknown): “…are undertaken in the context of private firms and find that engagement in firm philanthropy is positively associated with organizational outcomes such as legitimacy and higher reputation (Brammer & Millington, 2005) as well as superior performance and competitive advantage (Porter & Kramer, 2002).”
• Corporate Social Responsibility and Gender Diversity: Insights from Asia Pacific (2017, background): “However, research on the strategic dimensions of CSR has historically concentrated on measures that further the immediate interests of the corporation, whilst also producing social benefits (Burlinghame & Young 1996; Porter & Kramer 2002; Vos, 2003; Campbell & Slack, 2008).”
• Does ESG Performance Enhance Firm Value? Evidence from Korea (2018, background): “Indeed, the benefits a firm could achieve from CSR activities include enhancement in operating efficiency [11,12], improvement in corporate reputation [13], employee productivity [14], capital market benefits [15,16], risk management [17], assurance of better operating performance, expansion of the ”
• Having, Giving, and Getting: Slack Resources, Corporate Philanthropy, and Firm Financial Performance (2004, background): “This is the argument of Porter and Kramer (2002), who sharply criticized most corporate philanthropy—numerous small donations to disparate charities— as nothing more than ineffective public relations.”
• Strategic Corporate Social Responsibility of Multinational Companies Subsidiaries in Emerging Markets: Evidence from China (2016, background): “Particularly since the late 1990s and early 2000s, CSR has often been coupled with the strategy literature (Hart, 1995; Kanter, 1999; Porter and Kramer, 2002, 2006), with interesting emerging threads and insights.”