TY - JOUR
T1 - Does pressure-induced partnership really matter?
T2 - Empirical modelling of stakeholder pressure and firms’ CSR attitude
AU - Erdiaw-Kwasie, Michael Odei
N1 - Funding Information:
Many thanks to all study participants who generously donated their time and provided invaluable information towards the study. Also, the author is grateful to Angela Erdiaw-Kwasie, who assisted with the proof reading of the statistical section of the article.
Publisher Copyright:
© 2018, Emerald Publishing Limited.
Copyright:
Copyright 2021 Elsevier B.V., All rights reserved.
PY - 2018/10/4
Y1 - 2018/10/4
N2 - Purpose: The purpose of this paper is to show whether pressure-induced partnerships do impact the link between stakeholder pressure and firms’ CSR attitude. The veracity that stakeholder pressure and firms social attitude issues have been extensively covered in three interrelated literature, namely, corporate social responsibility (CSR), partnership and stakeholder management, is widely recognised. However, to date, efforts to investigate conditions under which partnerships initiated through stakeholder pressures help to impact firms’ CSR attitudes either as per their request or in a more balanced way, have rarely been explored. Design/methodology/approach: Empirically, this paper adopts quantitative research approach (hierarchical multiple regression) to build a case that pressure-induced partnership is one such key driver that shapes firms’ CSR attitude. Findings: Study results show that firms’ CSR attitude can only add value if these activities and firm reputation are aligned with meaningful pressure-induced partnerships.Originality/value: The study’s methodological approach (hierarchical multiple regression) stands tall in studies that explore drivers that shape firms’ CSR attitude. The paper concludes with theoretical and managerial implications for future studies.
AB - Purpose: The purpose of this paper is to show whether pressure-induced partnerships do impact the link between stakeholder pressure and firms’ CSR attitude. The veracity that stakeholder pressure and firms social attitude issues have been extensively covered in three interrelated literature, namely, corporate social responsibility (CSR), partnership and stakeholder management, is widely recognised. However, to date, efforts to investigate conditions under which partnerships initiated through stakeholder pressures help to impact firms’ CSR attitudes either as per their request or in a more balanced way, have rarely been explored. Design/methodology/approach: Empirically, this paper adopts quantitative research approach (hierarchical multiple regression) to build a case that pressure-induced partnership is one such key driver that shapes firms’ CSR attitude. Findings: Study results show that firms’ CSR attitude can only add value if these activities and firm reputation are aligned with meaningful pressure-induced partnerships.Originality/value: The study’s methodological approach (hierarchical multiple regression) stands tall in studies that explore drivers that shape firms’ CSR attitude. The paper concludes with theoretical and managerial implications for future studies.
KW - Corporate social responsibility
KW - Hierarchical multiple regression
KW - Pressure-induced partnerships
KW - Stakeholder pressure
UR - http://www.scopus.com/inward/record.url?scp=85053456341&partnerID=8YFLogxK
U2 - 10.1108/SRJ-04-2017-0075
DO - 10.1108/SRJ-04-2017-0075
M3 - Article
AN - SCOPUS:85053456341
VL - 14
SP - 685
EP - 698
JO - Social Responsibility Journal
JF - Social Responsibility Journal
SN - 1747-1117
IS - 3
ER -