CSR strategies in response to competitive pressures
Dupire, Marion ; M'Zali, Bouchra
Dupire, Marion
M'Zali, Bouchra
Citations
Altmetric:
Publication Type
Journal article with impact factor
Editor
Supervisor
Publication Year
2018
Journal
Journal of Business Ethics
Book
Publication Volume
148
Publication Issue
3
Publication Begin page
603
Publication End page
623
Publication Number of pages
Collections
Abstract
Is corporate social responsibility (CSR) a tool for strategic positioning? While CSR is sometimes used as part of a differentiation strategy, this article analyzes which specific CSR strategies arise in response to competitive pressures. The results suggest that competitive pressures lead firms to increase their positive social actions without necessarily decreasing their social weaknesses. This positive impact varies with specific dimensions of CSR and industry specificities: (1) Competition improves social performance toward core stakeholders to a greater extent than social performance toward peripheral stakeholders. (2) This effect is more pronounced in B2C industries than in other industries. (3) Competition leads firms in “dirty” industries to ignore environmental initiatives.