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dc.contributor.authorDupire, Marion
dc.date.accessioned2017-12-02T14:53:49Z
dc.date.available2017-12-02T14:53:49Z
dc.date.issued2015
dc.identifier.urihttp://hdl.handle.net/20.500.12127/5481
dc.description.abstractIs 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.
dc.language.isoen
dc.subjectAccounting & Finance
dc.subjectCorporate Social Responsibility (CSR)
dc.titleCSR strategies in response to competitive pressures
vlerick.conferencedate30/10/2015
vlerick.conferencelocationGhent, Belgium
vlerick.conferencenameA&F Research Brown Bag
vlerick.conferenceorganiserVlerick Business School
vlerick.knowledgedomainAccounting & Finance
vlerick.knowledgedomainGovernance & Ethics
vlerick.typeconfpresConference Presentation
vlerick.vlerickdepartmentA&F
dc.identifier.vperid171492
dc.identifier.vpubid6762


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