Achieving legitimacy through corporate social responsibility: The case of emerging economy firms
dc.contributor.author | Zheng, Q. | |
dc.contributor.author | Luo, Yadong | |
dc.contributor.author | Maksimov, V. | |
dc.date.accessioned | 2017-03-15T22:17:41Z | |
dc.date.available | 2017-03-15T22:17:41Z | |
dc.date.created | 2017-02-26T19:31:44Z | |
dc.date.issued | 2015 | |
dc.identifier.citation | Zheng, Q. and Luo, Y. and Maksimov, V. 2015. Achieving legitimacy through corporate social responsibility: The case of emerging economy firms. Journal of World Business. 50 (3): pp. 389-403. | |
dc.identifier.uri | http://hdl.handle.net/20.500.11937/50180 | |
dc.identifier.doi | 10.1016/j.jwb.2014.05.001 | |
dc.description.abstract |
To manage stakeholder CSR pressures, firms from emerging economies can employ two legitimation strategies simultaneously - compliance and strategic adaptation. Compliance is useful in responding to explicitly expressed demands for CSR, while strategic adaptation is useful when a specific form of CSR is seen as most instrumental in drawing positive responses from a particular stakeholder group. We analyze the adoption of two extreme CSR forms - philanthropy and sustainability. In a sample of 288 firms from China, we demonstrate that firms adopt both CSR forms, but emphasize philanthropy when seeking legitimacy with outsider stakeholders and sustainability with insider stakeholders. | |
dc.publisher | Pergamon | |
dc.title | Achieving legitimacy through corporate social responsibility: The case of emerging economy firms | |
dc.type | Journal Article | |
dcterms.source.volume | 50 | |
dcterms.source.number | 3 | |
dcterms.source.startPage | 389 | |
dcterms.source.endPage | 403 | |
dcterms.source.issn | 1090-9516 | |
dcterms.source.title | Journal of World Business | |
curtin.department | School of Management | |
curtin.accessStatus | Fulltext not available |
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