This document summarizes a research study that examined the relationships between shared values, corporate culture, corporate social responsibility (CSR) activities, and innovative behavior. The study used a questionnaire to survey employees of firms that received CSR awards. The results showed:
1) Shared values positively influenced firms' CSR strategies.
2) Different aspects of corporate culture were significantly related to how firms implemented CSR strategies.
3) Shared values, strong corporate culture, and CSR activities were all positively related to innovative behavior among employees.
The study concluded that developing shared values and a sustainable corporate culture can enhance firms' competitiveness and social impact while also stimulating employee innovation.
Managerial perceptions on corporate social responsibility in select companies...inventy
Research Inventy : International Journal of Engineering and Science is published by the group of young academic and industrial researchers with 12 Issues per year. It is an online as well as print version open access journal that provides rapid publication (monthly) of articles in all areas of the subject such as: civil, mechanical, chemical, electronic and computer engineering as well as production and information technology. The Journal welcomes the submission of manuscripts that meet the general criteria of significance and scientific excellence. Papers will be published by rapid process within 20 days after acceptance and peer review process takes only 7 days. All articles published in Research Inventy will be peer-reviewed.
The popularity of Corporate Social Responsibility: A strategic reviewIOSR Journals
Abstract : Purpose: This research paper aims to explore a research question: Why Corporate Social Responsibility (CSR) should be popularized instead of imposed? Methodology: Answering the question CSR literature with the test of both theoretical and practical perspectives by following qualitative interview method. This research paper reviews the practical assessment of latest thinking about CSR. This research investigates three questions, these are: who are the investors of CSR, who makes decisions about CSR and potential implications of CSR? Findings: Most relevant theoretical framework offers guidance to managers where CSR is morally attractive force of business through legislative power. Imposed questions are revealed to answers of first two questions are quiet apparent. The answer of third question is inference that indicates three major findings. These are: the costs of CSR remain unrecognized, it helps the managers to take decisions, and CSR have government and civil society implications which we scarcely think. Practical Implications: The capacity of business can contribute to society that has proved through huge expenditure of firms. This paper concludes to encourage the business sensibly by using the popularity CSR as business duty. Value: This paper provides vital information on CSR as a business function.
HR Practices and Internal Corporate Social Responsibilityscmsnoida5
This paper made an attempt to put forward the
relationship between human resource practices
and internal corporate social responsibility
(CSR) in Indian Service sector. The paper is
based on extensive literature review and has
documented evidences from previous researches,
wherein similar relationship has been shown. We
argue intrinsic corporate social responsibility goes
parallel to human resource practices in order to
attain higher better. Literature review showed
that internal corporate social responsibility in
combination with human resource practices
leads to improvement in outcome. This study
makes a contribution to the relationship between
corporate social responsibility and human
resource practices by suggesting a relational model
that may be tested in further researches.
STRATEGY FORMULATION MODEL TO IMPROVE IMPLEMENTATION OF CORPORATE SOCIAL RESP...IAEME Publication
This research is based on reality condition of Corporate Social Responsibility
(CSR) activity in generic CSR program. Many companies implement CSR based on
external pressures, such as regulators, environmentalists and other associations. CSR
Implementation is not an internal awareness of company to improve social
environment and has no relevance to main activities and corporate strategy.
Therefore, it does not give benefits to the performance and competitive advantage.
This research focus is to develop a CSR implementation model based on internal
awareness of company by examining the leadership behavior to formulate CSRoriented
strategy formulation in an effort to improve company performance. This
research location is Makassar Industrial Estate (PT.KIMA). The unit analysis is
company. The samples are 81 leaders at general manager level and leadership of
company functional manager level. The study proves that transformational leadership
stylehas a significant effect on CSR-oriented strategy formulation. Leaders with
ethical integrity rules, norms and policies will increase the leadership commitment to
formulate the company's strategy by taking into account aspects of natural and social
environment in addition to main purpose to generate profits. Organizational learning
culture improves the effectiveness of corporate strategy formulation. Strategy
formulation will improve leadership commitment to create CSR implementation
Managerial perceptions on corporate social responsibility in select companies...inventy
Research Inventy : International Journal of Engineering and Science is published by the group of young academic and industrial researchers with 12 Issues per year. It is an online as well as print version open access journal that provides rapid publication (monthly) of articles in all areas of the subject such as: civil, mechanical, chemical, electronic and computer engineering as well as production and information technology. The Journal welcomes the submission of manuscripts that meet the general criteria of significance and scientific excellence. Papers will be published by rapid process within 20 days after acceptance and peer review process takes only 7 days. All articles published in Research Inventy will be peer-reviewed.
The popularity of Corporate Social Responsibility: A strategic reviewIOSR Journals
Abstract : Purpose: This research paper aims to explore a research question: Why Corporate Social Responsibility (CSR) should be popularized instead of imposed? Methodology: Answering the question CSR literature with the test of both theoretical and practical perspectives by following qualitative interview method. This research paper reviews the practical assessment of latest thinking about CSR. This research investigates three questions, these are: who are the investors of CSR, who makes decisions about CSR and potential implications of CSR? Findings: Most relevant theoretical framework offers guidance to managers where CSR is morally attractive force of business through legislative power. Imposed questions are revealed to answers of first two questions are quiet apparent. The answer of third question is inference that indicates three major findings. These are: the costs of CSR remain unrecognized, it helps the managers to take decisions, and CSR have government and civil society implications which we scarcely think. Practical Implications: The capacity of business can contribute to society that has proved through huge expenditure of firms. This paper concludes to encourage the business sensibly by using the popularity CSR as business duty. Value: This paper provides vital information on CSR as a business function.
HR Practices and Internal Corporate Social Responsibilityscmsnoida5
This paper made an attempt to put forward the
relationship between human resource practices
and internal corporate social responsibility
(CSR) in Indian Service sector. The paper is
based on extensive literature review and has
documented evidences from previous researches,
wherein similar relationship has been shown. We
argue intrinsic corporate social responsibility goes
parallel to human resource practices in order to
attain higher better. Literature review showed
that internal corporate social responsibility in
combination with human resource practices
leads to improvement in outcome. This study
makes a contribution to the relationship between
corporate social responsibility and human
resource practices by suggesting a relational model
that may be tested in further researches.
STRATEGY FORMULATION MODEL TO IMPROVE IMPLEMENTATION OF CORPORATE SOCIAL RESP...IAEME Publication
This research is based on reality condition of Corporate Social Responsibility
(CSR) activity in generic CSR program. Many companies implement CSR based on
external pressures, such as regulators, environmentalists and other associations. CSR
Implementation is not an internal awareness of company to improve social
environment and has no relevance to main activities and corporate strategy.
Therefore, it does not give benefits to the performance and competitive advantage.
This research focus is to develop a CSR implementation model based on internal
awareness of company by examining the leadership behavior to formulate CSRoriented
strategy formulation in an effort to improve company performance. This
research location is Makassar Industrial Estate (PT.KIMA). The unit analysis is
company. The samples are 81 leaders at general manager level and leadership of
company functional manager level. The study proves that transformational leadership
stylehas a significant effect on CSR-oriented strategy formulation. Leaders with
ethical integrity rules, norms and policies will increase the leadership commitment to
formulate the company's strategy by taking into account aspects of natural and social
environment in addition to main purpose to generate profits. Organizational learning
culture improves the effectiveness of corporate strategy formulation. Strategy
formulation will improve leadership commitment to create CSR implementation
Corporate social responsibility institutional drivers a comparative study fro...Adam Shafi Shaik PhD.
ABSTRACT
This study develops an internal–external institutional framework that explains why firms act in socially responsible ways in the emerging country context of India and Saudi Arabia. Utilizing a mixed method of in-depth study selected companies & individuals, the author found that internal institutional factors, including ethical corporate culture and top management commitment, and external institutional factors, including globalization pressure, Government embeddedness, and normative social pressure, will affect the likelihood of firms to act in socially responsible ways. In particular, implicit ethical corporate culture plays a key role in predicting different aspects of corporate social responsibility (CSR), while external institutional mechanisms mainly predict market-oriented CSR initiatives. This study contributes to the research on CSR antecedents by showing that in the emerging economy of India and Saudi Arabia, CSR toward non market stakeholders is more close
The objective of the study is to measure the impact of the commitment in corporate social
responsibility (CSR) in its various forms on the financial performance (FP). Thus, on the basis of a
questionnaire theoretically constructed and administered to 327 managers operating in four business sectors
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Once Thomas Kuhn said that "a mature science is governed by a single paradigm". However the lack of clear paradigm for CSR research should not necessarily be seen as weakness for a field that is still in a state of emergence and CSR is still in the stage of emergence.
An Exploratory Study of Factors Influencing Corporate Sustainability on busin...AkashSharma618775
This study evaluates the effect of corporate sustainability on business performance of manufacturing
industries in USA, from 2012 to 2015. These Manufacturing industries are listed in Corporate Social
Responsibility Hub (CSRHub), Morning Star and Global Reporting Initiative (GRI). All data used in this report
were extracted from 37 manufacturing companies’ Sustainability, corporate social responsibility (CSR) and
annual reports. These companies are of diverse sectors such as Automobile, Health care, consumer goods, food,
beverages and technology. Quantitative method of research is used in this study; this also includes the use of
explanatory and descriptive research design. The main issues to be discussed in this study are Donation, Incident
rate reduction and Water Recycled as the independent variables, while Revenue is the dependent variable. Data
analysis was carried out using the regression analysis, descriptive statistics and correlation. E-views software
generated the data for further analysis. The findings imply that donation has a positive insignificance effect on
revenue, reduced incident rate reduction had positive significance effect on revenue and water recycling has
negative insignificant effect on revenue. In the future researches, larger samples of companies form diverse sectors
and subsectors should be studied to broaden the research on company performance especially the non-financial
aspect.
Report- Impact of CSR on financial performance of the companyBindu Priya Pasham
A team of dedicated professionals from IIM Udaipur, Futurescape and Economic Times have worked on the CSR study of 2015 and has listed India’s top 100 companies for CSR in the year. The top 5 companies and the bottom top 4 companies of the list i.e. 95-99 companies will be considered. The financial data of those companies will be taken and ratios will be performed, so that we come to know whether CSR policy has benefited the companies financially or not.
Corporate social responsibility institutional drivers a comparative study fro...Adam Shafi Shaik PhD.
ABSTRACT
This study develops an internal–external institutional framework that explains why firms act in socially responsible ways in the emerging country context of India and Saudi Arabia. Utilizing a mixed method of in-depth study selected companies & individuals, the author found that internal institutional factors, including ethical corporate culture and top management commitment, and external institutional factors, including globalization pressure, Government embeddedness, and normative social pressure, will affect the likelihood of firms to act in socially responsible ways. In particular, implicit ethical corporate culture plays a key role in predicting different aspects of corporate social responsibility (CSR), while external institutional mechanisms mainly predict market-oriented CSR initiatives. This study contributes to the research on CSR antecedents by showing that in the emerging economy of India and Saudi Arabia, CSR toward non market stakeholders is more close
The objective of the study is to measure the impact of the commitment in corporate social
responsibility (CSR) in its various forms on the financial performance (FP). Thus, on the basis of a
questionnaire theoretically constructed and administered to 327 managers operating in four business sectors
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Once Thomas Kuhn said that "a mature science is governed by a single paradigm". However the lack of clear paradigm for CSR research should not necessarily be seen as weakness for a field that is still in a state of emergence and CSR is still in the stage of emergence.
An Exploratory Study of Factors Influencing Corporate Sustainability on busin...AkashSharma618775
This study evaluates the effect of corporate sustainability on business performance of manufacturing
industries in USA, from 2012 to 2015. These Manufacturing industries are listed in Corporate Social
Responsibility Hub (CSRHub), Morning Star and Global Reporting Initiative (GRI). All data used in this report
were extracted from 37 manufacturing companies’ Sustainability, corporate social responsibility (CSR) and
annual reports. These companies are of diverse sectors such as Automobile, Health care, consumer goods, food,
beverages and technology. Quantitative method of research is used in this study; this also includes the use of
explanatory and descriptive research design. The main issues to be discussed in this study are Donation, Incident
rate reduction and Water Recycled as the independent variables, while Revenue is the dependent variable. Data
analysis was carried out using the regression analysis, descriptive statistics and correlation. E-views software
generated the data for further analysis. The findings imply that donation has a positive insignificance effect on
revenue, reduced incident rate reduction had positive significance effect on revenue and water recycling has
negative insignificant effect on revenue. In the future researches, larger samples of companies form diverse sectors
and subsectors should be studied to broaden the research on company performance especially the non-financial
aspect.
Report- Impact of CSR on financial performance of the companyBindu Priya Pasham
A team of dedicated professionals from IIM Udaipur, Futurescape and Economic Times have worked on the CSR study of 2015 and has listed India’s top 100 companies for CSR in the year. The top 5 companies and the bottom top 4 companies of the list i.e. 95-99 companies will be considered. The financial data of those companies will be taken and ratios will be performed, so that we come to know whether CSR policy has benefited the companies financially or not.
Strategic Corporate Social Responsibility Creates Social Value in Local Sri L...inventionjournals
This paper examines the social value creation of strategic CSR initiatives. A qualitative singlecase design is used by adopting the interpretivism approach. As per the findings strategic CSR improved skills and abilities of stakeholders and result in changing their lives positively. Further, hopes and dreams are created within the rural stakeholders and enhanced their entrepreneurial mind set. Social value creation is also occurred from strategic CSR activities in the form of increasing income and expanding life options, improving living conditions, restoring rights and duties, developing social capital and knowledge enhancement. Findings are compatible with the stakeholder theory since social value creation occurred to a greater extent when the organization builds a closer relationship with its stakeholders
Sugarcane Company’s performance has remained to be one of the challenging facts in the growing companies in Kenya today. The delays in harvesting operations are attributed to uncoordinated and unpredictable harvesting and transport schedules; and inefficiencies in mill operations. Therefore, the main aim of the study is to determine the influence of Sustainability Management Systems CSR on firm performance of selected sugarcane companies in Kenya. The study is guided by Corporate Social Performance Theory. This study used ex- post facto research design. Ex- post facto research design determines and reports the way things are. The target population was 528 employees. This study therefore sampled 228 respondents. Purposive sampling technique was used to select 10 managers, 24 supervisors, 38 accountants and 156 clerks from the 7 sugarcane companies because they have specific information concerning the effects of corporate social responsibility practice on firm performance of selected sugarcane companies in Kenya. Pilot study was done in order to test for validity and reliability of the research tools. The pilot study was done in Trans-Mara Sugar Company found in rift Valley region of Kenya. For inferential statistics, correlation and multiple regression was used for comparative analysis between frequencies of corporate social responsibility practice on firm performance. The study findings indicated that sustainability management systems have an effect on firm performance. The government will use this study in establishing policies that would ensure improvement in firm performance of sugarcane processing firms among other firms in Kenya. The study recommends that the companies should encourage sustainability management systems since sustainable management systems is an important mechanism for improving corporate sustainability performance. It can generate business value through measurement and management of sustainability risks and opportunities. The study recommends further researchers to study on corporate social responsibility strategy and financial performance of firms in Kenya which the study didn’t cover.
Analysis of the effects of economic corporate social responsibility on financ...inventionjournals
The purpose of this study was to analyze the effect economic corporate social responsibility on Financial performance. The study was guided by the following objectives: To analyze the effect of innovational CSR cost on financial performance, to examine the effect of social quality practices spending on financial performance ,to find out the effect of corporate entrepreneurship spending on financial performance and to examine the effect of financial literacy expenditure CSR on financial The study was guided by Stakeholders theory, Shareholder theory and Shareholder-Based Financial Performance theory. This study used quantitative research approaches. Quantitative research is generally associated. Collecting and converting data into numerical form so that statistical calculations can be made and conclusions drawn. This study will employ descriptive research design. The target population used was 100 and sampling procedure used was stratified. The study used primary (collected using questionnaires) and secondary data (trend analysis). To test the validity of the research instruments the questionnaires prepared and submitted to the supervisor and other research experts. In order to test the reliability of the instrument used in this study, the researcher used test retest method. Descriptive and inferential statistics method was used for data analysis and interpretation regression model was used to analyze the effect between variables. The study recommended that companies should ensure effective sustainability programs which include social responsibility, They should also ensure effective social programs are accomplished through cause-related marketing and corporate philanthropy, they should also create initiative which has beneficial relationship between the corporation and society, they should also should ensure corporate governance which is the framework of rules and practices by which a board of directors and embrace accountability, fairness, and transparency in a company's relationship with its stakeholders. For further research the study suggests that more studies should be done on economic social responsibility and corporate governance, economic social responsibility and financial literacy.
Creating shared value is a framework created for enhancing economic value for the organization while simultaneously meeting the needs of the society and its challenges. This paper aims in providing structural framework of shared values and also key measures taken by various organization. This articles emphasis on adoption of shared values and its impact on enhancing the environmental performance, Stakeholder’s health, nutrition, affordability in meeting the basic requirements of stake holders and also measures in improving societal wellbeing.
Creating shared value is a framework created for enhancing economic value for the organization while simultaneously meeting the needs of the society and its challenges. This paper aims in providing structural framework of shared values and also key measures taken by various organization. This articles emphasis on adoption of shared values and its impact on enhancing the environmental performance, Stakeholder’s health, nutrition, affordability in meeting the basic requirements of stake holders and also measures in improving societal wellbeing.
Determinants of CSR Disclosure: A Study on the Listed Fast Moving Consumer Go...inventionjournals
As the rising of the corporate social responsibilities (CSR) is becoming a concern since the millennium year, especially by large or public listed companies in Bursa Malaysia. However, there are not much of those companies willing to disclose their CSR information to the public. Therefore, this endeavour is to investigate the content of CSR in annual reports and examine the significant relationship between determinants and CSR disclosure of listed fast moving consumer goods (FMCG) companies in Bursa Malaysia. This is a quantitative research, which involve content analysis since it adopted annual reports as main data resources. CSR, financial, and organisation information are going to be extracted to reckon the relationships between the variables and CSR disclosure by using CSR index and multiple regression. Result based on the analysis indicated that only two variables were significantly correlated with the CSR disclosure, which namely profits earned and independent directors. The top three elements that the most disclosed by these companies are general philanthropy, community programs and employee welfare. This study is important and its helps company in business decision making as this provide the extent of CSR disclosure of the industry. In addition, this study can be as reference to other companies for future CSR implementation.
Value Creation Through Corporate Social Responsibility in Developing Countrie...Waqas Tariq
Consumer support for Corporate Social Responsibility (CSR) has been in practice for some years now and firms are demanded to seriously take CSR initiatives. This project has been compiled out of a wealth of literature that addresses the need and importance of CSR and business ethics in the society in great depth. A case study of CSR at Proctor and Gamble Pakistan was carried out by employing both the qualitative and quantitative data collection techniques to gather information so as to bring the attributes of triangulation in this research. The research findings outlined various views and beliefs of the respondents with regards to CSR initiatives by Proctor and Gamble Pakistan. The CSR awareness and societal veracities are the factors that encourage consumers to think ethically and make decisions in terms of who to develop associations with. The research shows a reflection of deductive approach and the researcher understood the inbuilt pros and cons of dependence upon secondary sources of information. It was attempted to adopt a hybrid strategy in this project but it mainly took a positivist look because of the nature of the questionnaire survey based upon close-ended questions aiming for quantitative data. The trend for CSR initiatives in developing countries is now growing at a decent pace and the recent advancements in technology and media have resulted in grown awareness among consumer groups to exert pressures on multinational companies to be apparent in their statements as well as practices.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Analysis of the effects of corporate social responsibility onAlexander Decker
Similar to The Impact of Shared Values, Corporate Cultural Characteristics, and Implementing Corporate Social Responsibility on Innovative Behavior (20)
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
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The Impact of Shared Values, Corporate Cultural Characteristics, and Implementing Corporate Social Responsibility on Innovative Behavior
1. Chin-Lung Lin & Shih-Kuan Chiu
International Journal of Business Research and Management (IJBRM), Volume (8) : Issue (2) : 2017 31
The Impact of Shared Values, Corporate Cultural Characteristics,
and Implementing Corporate Social Responsibility on Innovative
Behavior
Chin-Lung Lin canty5566@yahoo.com.tw
Ph.D. Program of Business
Feng Chia University
Taichung, Taiwan
Shih-Kuan Chiu skchiu@mail.fcu.edu.tw
Department of International Trade
Feng Chia University
Taichung, Taiwan
ABSTRACT
Firms’ implementations of Corporate Social Responsibility (CSR) strategies have gained attention
worldwide in recent years. Because engaging in CSR may impact the profitability from the
resultant cost increases, firms often deliberate in the CSR decision-making process. When
carrying out decisions, they may consider how social values can be created when pursuing
economic interests. Corporate culture is a soft power that facilitates cohesion, enabling a firm to
exhibit a common direction in its operations. Therefore, differences in corporate culture
characteristics impact a firm’s implementation of CSR activities and communication of related
policies, which in turn affects the firm’s competitiveness. This study used a questionnaire survey
method to survey employees of firms listed in the 2015 and 2016 CSR Award List compiled by
Common Wealth Magazine. Employees of firms listed in the “large enterprises,” “medium-sized
enterprises,” and “little Giant” categories served as the research subjects. A total of 430
questionnaires were distributed, with each company receiving 3–5 questionnaires. Subsequently,
323 valid questionnaires were returned. Descriptive statistics, reliability analysis, and regression
analysis were conducted to examine the effects of shared values, corporate cultural
characteristics (CCC), and CSR activities on innovative behavior (IB). Results showed that
strategic thinking of shared values had a significant and positive effect on CSR strategies, and
different corporate cultural characteristics were significantly related to CSR strategies. Second,
shared values, CCC, and CSR activities correlated positively with IB. indicating that the
employees held a common consensus to include CSR in their firm’s core operations in order to
implement CSR through the strategic thinking of shared values and develop a sustainable
corporate culture. Doing so enhances firms’ competitiveness, creates social welfare, and instigate
employees’ innovative behavior.
Keywords: Corporate Culture, Shared Values, Corporate Social Responsibility (CSR),
Competitive Advantage, Innovation Behavior.
1. INTRODUCTION
1.1. Motivation and Background
Corporate social responsibility (CSR) has drawn global attention amid growing environmental
awareness, global warming, and deteriorating food security. The dynamic nature of the global
economy has posed new challenges in business operations. Moreover, undertaking CSR is
crucial to becoming a benchmark company; thus, the characteristics and practices of CSR have
2. Chin-Lung Lin & Shih-Kuan Chiu
International Journal of Business Research and Management (IJBRM), Volume (8) : Issue (2) : 2017 32
been investigated in both business and academia.
Support from top management determines the success of a firm’s CSR activities. Previously,
corporate managers held conservative perceptions toward CSR implementation; however, with
society changing constantly, greater emphasis has been placed on the significance of CSR to
their organizations. Firms that possess a positive reputation and enhance employee benefits
through CSR initiatives can attract workers of higher caliber and boost their productivity (Edmans
[17]). Moreover, while the necessity and urgency of assuming and implementing CSR to promote
social development are increasingly recognized in the business community, social pressure is
mounting on the private sector to assume CSR as a principle of business management and
deliver business performance through CSR projects; this has contributed to the assessment of
the value of CSR activities on the basis of business performance (Rangan & Karim [41]).
CSR comprises economic, legal, ethical, and discretionary responsibilities (Carroll [7]). According
to Porter and Kramer [39], the goal of a business should not only be to generate profits but also to
create shared value; thus, to pursue shared value is to seek economic value while also creating
social values (Rangan & Karim [41]). This concept may drive further global economic
development and growth in productivity. Moreover, shared value cannot be equated to social
responsibility, philanthropy, or sustainable development; it can also be considered an innovative
approach to achieving economic success. This type of value is instrumental in, not ancillary to,
the operation of a business. In addition, integrating CSR with business strategies can drive future
corporate competitiveness. Thus, shared value and CSR have become crucial to the business
community in response to growing globalization. This constituted one of the two motivations of
this study.
Culture forms the bedrock upon which an organization is built. Organizational culture refers to the
attitudes, beliefs, and behaviors that are shared among all members of an organization and is
fundamental to the operation of that organization; therefore, the culture of one organization differs
from that of another (Robbins & Judge [43]). The organizational culture of a corporate
organization is often referred to as “corporate culture,” which is a paramount indicator of
contemporary business management practices. Thus, a well-established corporate culture
facilitates achieving sustainability. However, no conclusive evidence has been presented to
associate the CSR domain of interest with differences in corporate culture, the manner in which
CSR is implemented with respect to an organization’s corporate culture, the influence of shared
value on CSR implementation, or the actions or activities related to CSR. Moreover, whether a
firm’s competitive advantage and cultural characteristics are associated with its CSR
implementation has yet been established. All these literature gaps formed the other motivation of
this study.
An increasing number of firms have embraced creativity and innovation as a part of their vision.
Innovation empowers firms to maintain competitive advantages, long-term operations, and
enhance competitiveness (Gordon, Tarafdar, Masksimoski, & Rogowitz [20], Chang & Lee [12],
Lin [32], Tran [54]). Moreover, the profits generated by a firm contribute to the various needs of
the society in which the firm operates, and the resources provided by society enable the firm to
create wealth. Thus, both parties must hold certain expectations and opinions about each other.
Enterprises cannot grow without innovating because this enables them maintain or improve their
competitiveness. They should innovate constantly to meet upcoming challenges and stay ahead
of the curve. However, no conclusive evidence has been shown as to whether CSR
implementation improves employees’ creativity and innovative behavior (IB). The last motivation
of the present study was to address this gap in the literature.
1.2. Objectives
Numerous companies have embraced CSR as a core value, although arguably only a handful of
3. Chin-Lung Lin & Shih-Kuan Chiu
International Journal of Business Research and Management (IJBRM), Volume (8) : Issue (2) : 2017 33
them have fulfilled this practice and integrated it into their supply chains. Throughout the 1980s,
various definitions, methods, research frameworks, and measuring instruments were proposed
for investigating CSR (Smith & Julie [49]). Moreover, a firm’s corporate culture showcases the
firm’s mission and values and is a crucial predictor of CSR activities (Bansal [4], Maignan, Ferrell,
& Hult [33], Marcus & Anderson [34]). Thus, the present study was aimed at the following:
• Exploring how shared-value strategies are incorporated into CSR activities
• Examining the relationship between corporate culture characteristics (CCC) and CSR
activities from an employee perspective
• Elucidating which CSR activities and environmental policies that the private sector fulfills
to contribute to mitigating climate change and global warming.
• Investigating the effects of CSR implementation on employee IB to provide a basis for
establishing an innovative corporate culture.
2. LITERATURE REVIEW AND HYPOTHESES DEVELOPMENT
2.1. Corporate Social Responsibility
The concept of CSR first emerged in the 1930s, with its development reaching a milestone in the
1950s with Howard Bowen’s Social Responsibilities of the Businessman. Conventionally, CSR
focuses on promoting public welfare and does not necessarily involve business operations. It was
not until the 1970s that CSR was defined clearly and paraphrased (Smith & Julie [49]). At the time,
CSR studies focused on corporate social performance (Carroll [8], Sethi [49]). For example,
Friedman [19] maintained that the only social obligation of a company is to maximize profits for its
shareholders. The concept of CSR has recently been furthered. By engaging in CSR, companies
can attract more consumers, investors, and employees (Smith [51]). Implementing CSR activities
can also improve stakeholder relationships as well as social welfare (Barnett [5]). Moreover,
Sibao and Guaer [53] argued that CSR depends on a firm’s management and their belief in the
importance of social responsibility because this practice is not strictly defined or regulated. Carroll
[9] noted that CSR reflects corporate accountability not only to shareholders but also to society at
large, and it enables firms to fulfill their social responsibilities through strategic planning:
synergizing their organizational objectives and business strengths to pursue their own interests
and promote social welfare.
In the view of Porter & Kramer [40], the objective of firms should be not only the pursuit of profits
but also the creation of shared value; firms can do this by revamping their products and target
markets and redefining productivity for value chains. In brief, the implementation of strategies for
creating corporate shared value (CSV) is closely related to a firm’s profitability and competitive
position: the firm utilizes its resources and expertise to create social value and subsequently
economic value. Creating CSV, which means increasing economic value and social value,
provides the most powerful driving force behind global economic growth.
Internationally recognized guidelines and standards for CSR include the G4 Sustainability
Reporting Guidelines (Global Reporting Initiative), the Guidelines for Multinational Enterprises
(Organization for Economic Co-operation and Development), and SA 8000 (Social Accountability
International).
Businesses and society depend on each other in two ways (Porter and Kramer [39]). First, a
company’s routine operations induce changes in its immediate social environment; this indicates
an interdependent relationship originating from inside (i.e., firm) to outside (i.e., society). Second,
social change exerts both positive and negative impacts on a company’s operation, suggesting
an interdependent relationship originating from outside (society) to inside (firm). Moreover,
corporate value-chain activities typically influence society in both positive and negative ways.
Therefore, this study investigated the interdependent relationship between business and society
on the basis of CSV (exogenous variable) and corporate culture (endogenous variable).
4. Chin-Lung Lin & Shih-Kuan Chiu
International Journal of Business Research and Management (IJBRM), Volume (8) : Issue (2) : 2017 34
2.2. Relationship Between Shared Value And CSR
Conventionally, CSR focuses on promoting public welfare and does not necessarily involve
business operations. The concept of shared value can be defined as a policy or operating
practice that improves the competitiveness of a firm while furthering the economic and social
conditions in the community in which the firm operates (Porter & Kramer [40]). On the basis of
this concept, the obligation of a global corporate citizen should be to address environmental and
social issues in collaboration with stakeholders at the individual, group, or community level
(Polonsky, Carlson, & Fry [37]). Firms should contribute to society and the environment and
derive value from each of their investments (Kuehn & Mclntire [30]). Shared value can also be
viewed as a differentiation strategy that offers valuable competitive advantages or opportunities
(Schmitt & Renken [47]). Firms that invest in the communities in which they operate advance from
fulfilling social responsibilities to creating shared value (Porter & Kramer [40]). Traditionally, firms
create shared value by concentrating on operational performance and integrating this overriding
aim into their strategies to create value for society or the environment and derive benefits for
themselves. However, when firms treat CSR as a cost or function or business of a department for
building reputation, sustainable management is often not achieved (Vaidyanthan & Scott [57]).
Instead, they should meet and balance the economic, social, and environmental needs of their
stakeholders and manage their operations strategically to cocreate benefits and value with their
stakeholders. Moreover, the objective of firms should be not only the pursuit of profits but also the
creation of shared value, which can be attained through strategies driving the firms’ operations.
According to Porter and Kramer [40], the goal of firms should be redefined as to create shared
values, rather than simply pursue profits, and the key strategy to achieving this is by focusing on
specific markets or developing unique advantages and including value chains that adhere to this
objective. Plans to enhance operational performance as a part of CSR do not necessarily
generate additional revenues, reduce costs, or achieve both (Rangan and Karim [41]). On the
basis of these arguments, this study adopted the concept developed by Porter and Kramer (2006)
and Zairi and Peters [63] and divided CSV into the subdimensions of (a) managerial consensus
on environmental change and (b) corporate decision-making in the selection of value activities.
Accordingly, H1 was formulated as follows:
H1: Shared-value strategies have positive effects on the implementation of CSR in terms of
customer equity, the general public, competitors, and the natural environment.
2.3 Relationship Between CCC and CSR
Corporate culture has received considerable attention in academia over the past decade and is
also an issue frequently manipulated or reined in by the business community. Research into
corporate culture began in the 1970s, when it was interpreted in several ways. Before the mid-
1980s, corporate entities were universally perceived as a means of coordinating, managing, and
controlling groups of people, and it was not until recently that the concept of corporate culture
began to receive recognition. Numerous researchers have likened corporate organizations to
persons with a flexible (or inflexible) or friendly (or cold) nature. Schein [46] proposed that a
corporate culture can be built on three distinct components: (a) the founder’s beliefs, values, and
assumptions; (b) the learning experiences of members engaged with the organization as it
evolves; and (c) the beliefs, values, and assumptions introduced by newly enrolled members and
leaders.
Deshpande and Webster [15] reviewed many studies in the literature on behavioral science,
sociology, and anthropology to define organizational culture as “the pattern of shared values and
beliefs that help individuals understand organizational functioning and thus provide them norms
for behavior in the organization” (p. 4). Tricer and Beyer [55] interpreted organizational culture at
the levels of (a) substance and ideology and (b) form. Moreover, humans are meaning-seeking
5. Chin-Lung Lin & Shih-Kuan Chiu
International Journal of Business Research and Management (IJBRM), Volume (8) : Issue (2) : 2017 35
animals, and the meanings they seek may exist in cultural ideologies. All cultural characteristics
are infused with meaning. Cameron and Quinn [10] defined organizational culture as follows:
…it encompasses the taken-for-granted values, underlying assumptions, expectations, collective
memories, and definitions present in an organization. It represents “how things are around here.” It
reflects the prevailing ideology that people carry inside their heads. It conveys a sense of identity to
employees, provides unwritten and often unspoken guidelines for how to get along in the
organization, and it enhances the stability of the social system that they experience. (p. 19) .
However, deriving meanings depends on the context under which an organizational culture forms,
the socialization of the recipient, and other relevant factors. Irani, Beskee, and Love [25]
suggested that corporate culture is a system through which a firm develops shared activities,
values, and beliefs, and it guides the behaviors of firm members. Corporate culture contains the
values shared by all firm members and, as Harrington and Guimaraes [22] observed, is critical to
business success. Accordingly, corporate culture affects the selection of topics for communication
within a firm (Levin & Behrens [31]). Just as a firm can communicates its activities and policies in
layman’s terms, it can do likewise through CSR activities (Smith & Julie [50]).
Rangan and Karim [41] noted that the primary objective of CSR is to enable firms to conduct their
business activities in their immediate social environment in a mr that is in line with their business
objectives and values, and such values are an element of corporate culture. Corporate culture
affects organizational processes and outcomes and, in particular, can contribute to the efficiency
and innovativeness of an organization (Antonsen [2], Cameron & Quinn [11]). Moreover, the
culture of clanbusinesses typically guarantees higher service quality for their members and
customers (Beek & Gerritse [6]). Firms with a adhocracy specialize in addressing new problems
for their clients (Palmer, Dunford, & Akin [36]); those with a hierarchical culture maintain public
order and operate consistently with certain values rooted in the hierarchy of their organizational
structure (Matsumoto, Yoo, & Nakagawa [35]); and those with a market culture encourage their
suppliers to provide innovative solutions to meet growing customer demand (Annemijn &
Catherine [1]). Different corporate cultures reflect the characteristics of different companies; top-
performing firms exhibit certain cultural characteristics that predispose them to treat their
employees or customers fairly. Therefore, CCC may affect CSR performance. H2 was formulated
accordingly:
H2: CCC has positive effects on the implementation of CSR in terms of customer equity, the
general public, competitors, and the natural environment.
2.4 Relationship Between CSR and IB
The concept of innovation was first proposed by Schumpeter [48], who defined it as a process
through which a firm rearranges its factors of production in a manner that improves efficiency
while reducing costs. As such, innovation involves exploiting ingenuity to achieve the efficient
utilization of resources to meet market demand, thus stimulating economic growth. It was later
defined by Victor [60] as the creation, acceptance, and adoption of a new concept, process,
product, or service. As service industries continue to develop, innovation spans not only
technological changes but also new ideas or changes in capabilities. Zaltman, Duncan, and
Holbek [64] referred to an innovation as a new concept or the outcome of a task that is adopted
by organizations interested in the innovation. Peters and Waterman [38] suggested that
innovative firms are always prepared to respond to changes in the immediate environment and
designate talent to develop products and services tailored to the firms’ characteristics or ideals.
According to Robbins [42], innovativeness relates to a reformed or new idea that can improve a
product, process, or job; although such capability involves reform, not all reforms involve
innovation capabilities. In brief, innovation contributes added value directly to businesses and
indirectly to consumer products, and this value can manifest in products, processes,
organizations, management, marketing, or the marketing system (Weerawardena & O’Cass [62]).
6. Chin-Lung Lin & Shih-Kuan Chiu
International Journal of Business Research and Management (IJBRM), Volume (8) : Issue (2) : 2017 36
Innovation is vital not only to a firm’s operations but also to the enhancement of its
competitiveness. Corporate innovation spans improvements in technology (e.g., products and
production processes) and organizational management, among other domains (Tsai & Tsai [56]).
According to Danylkiv [13], innovation is both the outcome of a product or technological
improvement and the process through which a new idea or product is utilized. Innovation can also
apply to any new concept, and accepting such innovation necessitates some change (Euchner
[18]). Product innovation entails satisfying customers by using new materials to develop a new
product or improve an existing product (Rosli & Sidek [44]). It also means introducing a new
product or service to establish a market or meet the needs of existing customers.
Researchers have presented different views on innovation. Van de Ven [58] maintained that
innovation implies the personal development an individual undertakes to continue to maintain
their interactions with the existing organizational environment and other members within the
organization. Woodman, Sawyer, and Griffin [63] proposed that innovation at the individual level
is crucial to that at the organizational level because innovative behavior has a ripple effect,
spreading from individuals to teams and then to organizations as a whole. Scott and Bruce [45]
indicated that individuals, leaders, teams, and organizational climate influence IB, and individual-
level IB follows from defining, formulating solutions for, and deliberating on problems. The authors
analyzed individual-level IB in terms of idea conception, diffusion, and realization. Kanter [27]
shared a similar view, arguing that individual-level innovation occurs when an innovative person
recognizes a problem, holds certain beliefs about it, seeks support for his or her creative idea,
unites those who support it into a coalition, materializes the idea as a prototype or model, and the
commercializes it. Janssen [27] noted that IB is an act by which an employee creates and uses a
new idea to help improve the performance of his or her colleagues, team, and organization. Van
der Vegt & Janssen [59] defined an innovative process as a discontinuous activity, namely a
process whereby a person generates, promotes, and executes an idea at any given time. Hurley
& Hult [24] characterized organizational innovation by using two factors: behavior (innovativeness
measured by the frequency of adopting new projects) and willingness (willingness of all
employees to engage in innovation). Hammond, Farr, Schwall, and Zhao [21] suggested that
innovation and creation are key to maintaining organizational competitiveness. Stowe and Grider
[52] indicated that innovation involves translating ingenuity into problem-solving to derive benefits
for customers and increase sales.
Given that the industrial landscape is changing rapidly, enterprises undertake CSR in a manner
that can ensure sustainability, improve competitiveness, and promote social well-being. Given
this aim, they typically appoint teams to formulate innovative CSR strategies. However, the
translation of individual ideas into CSR implementation is uncommon (Baer [3]). Hull, and
Rothenberg [23] empirically showed that innovation moderates the positive relationship between
CSR and financial performance, indicating that the influence of CSR on financial performance is
more pronounced in low- than high-innovation firms. Nonetheless, because IB and CSR are
difficult to concretize, it is not easy to quantify the influence of IB on CSR. How to measure the
effects of IB on CSR remains poorly understood. Accordingly, the present study proposed the
following hypothesis to examine the effects of innovation at the individual, team, and
organizational levels (King & Anderson [29]):
H3: CSR implementation positively affects innovation at the individual, team, and organizational
levels.
7. Chin-Lung Lin & Shih-Kuan Chiu
International Journal of Business Research and Management (IJBRM), Volume (8) : Issue (2) : 2017 37
3. METHODS
3.1 Research Framework
Note: CSV: Corporate Shared Value
CCC: Corporate Cultural Characteristics
CSR: Corporate Social Responsibility
IB: Innovative Behavior
FIGURE 1: Research Framework.
3.2 Questionnaire Design and Measurement
A questionnaire was designed by reviewing relevant studies to formulate items for the dimensions
of CSV, CCC, CSR, and IB.
CSV was divided into the subdimensions of managerial consensus on environmental change and
corporate decision-making in the selection of value activities (Porter et and Kramer [39]), and the
number of items covered in this dimension was revised to 10 (Porter et al. [40], Zairi & Peters
[65]).
CCC was constructed on the basis of a previous scale (Cameron & Quinn [11]) based on the
competing values framework. This dimension, which comprised 24 items, was divided into family-
owned, contingency, hierarchical, and market cultures on the basis of the consistency of the main
organizational characteristics, top management characteristics, critical factors in organizational
success, organizational climate, and management style. These are described in the competing-
values framework, which comprises four quadrants organized along the axes of flexibility vs.
stability and internal focus vs. external focus.
CSR was based on an eight-dimensional CSR questionnaire proposed by Duygu [16]. This
questionnaire spans current CSR practices and has been empirically tested to show adequate
reliability and validity. Four of the subdimensions of CSR (customer equity, general public,
competitor, and the natural environment) were derived from this questionnaire, totaling 18 items.
The dimension of IB was adapted from questionnaires on innovation developed by Janssen [26],
King and Anderson [29], and Baer []and comprised the subdimensions of individual innovation
(IB1), team innovation (IB2), and organizational innovation (IB3). This scale comprised 14 items.
In summary, the questionnaire administered in this study comprised four dimensions with 66
items measured on a 6-point Likert scale ranging from 1 (strongly disagree) to 6 (strongly agree).
8. Chin-Lung Lin & Shih-Kuan Chiu
International Journal of Business Research and Management (IJBRM), Volume (8) : Issue (2) : 2017 38
3.3. Subjects and Data Analysis
The questionnaire was administered to the employees of Taiwanese firms that were included in
the list of Excellence in Corporate Social Responsibility in 2015 and 2016, as determined and
issued by CommonWealth Magazine, a Chinese-language financial magazine published in
Taiwan. These award-winning firms were categorized in the list as “large enterprises,” “medium-
sized enterprises,” and “little giants (microenterprises),” respectively. In 1994, CommonWealth
Magazine began promoting CSR and incorporated it as a criterion for selecting “benchmark
enterprises.” In 2007, the magazine founded the award of Excellence in Corporate Social
Responsibility on the basis of the criterion to list 50 firms that earnestly promote the well-being of
Taiwanese society. In 2015, it established the entry category of “little giants” to recognize the
CSR efforts of small firms, which play an indispensable role in stimulating the Taiwanese
economy and make characteristically unacknowledged contributions to CSR.
Valid responses were analyzed to test the proposed hypotheses. Descriptive statistics, reliability
analysis, and regression analysis were conducted through SPSS 17.0 to verify the reliability and
consistency of the questionnaire and the hypotheses.
4. RESULTS
4.1.1 Sample and Questionnaire Reliability
Before its formal administration, the questionnaire was revised following an expert review and two
pretests. One pretest entailed distributing 15 questionnaires via the Internet to employees in three
industries who engaged in CSR activities; all 15 questionnaires were returned. The distribution
and recovery of the first pretest questionnaire took 2 weeks. The questionnaire was subsequently
revised on the basis of the results of the expert review. Subsequently, paper copies of the pretest
questionnaire were distributed to 30 employees of the firms that were included in CommonWealth
Magazine’s list of Excellence in Corporate Social Responsibility for the categories of “large
enterprises,” “medium-sized enterprises,” and “little giants”; 27 questionnaires were returned. The
distribution and recovery of the second pretest questionnaire spanned 3 weeks. Following the
pretest, the reliability of the questionnaire was analyzed.
Over the next 8 weeks, three to five questionnaires were distributed to the employees of each
award-winning firm, totaling 300. However, only 95 responses were returned 3 weeks after
distribution. Subjects were telephoned to confirm whether the questionnaires were delivered and
completed. An additional 130 questionnaires were subsequently administered to the same
subjects. After 19 incomplete responses were excluded, a total of 323 responses were obtained
from the 430 questionnaires distributed, for a return rate of 79.53% and a valid response rate of
75.12%. The valid responses were analyzed.
The reliability of all the three dimensions of the formal questionnaire (CSV, CCC, and CSR) was
examined using Cronbach’s α coefficients. The Cronbach’s α of all the dimensions exceeded the
recommended level of 0.7: 0.949 for the shared-value dimension, 0.942 for the corporate-culture
dimension, and 0.942 for the CSR dimension and 0.936 for the IB dimension (see Appendix 1).
4.1.2 Correlation Coefficient Analysis
Correlations among CSV, CCC, and CSR were examined using Pearson’s correlation test.
Appendix 2 shows the correlation coefficients of the three dimensions and their respective
subdimensions. The results suggested that CSR correlated positively with CSV (r = 0.755) and
CCC (r = 0.761), CSR correlated positively with IB (r = 0.673), and the subdimensions of the CSV,
CCC, CSR, and IB all correlated significantly positively with each other (p < .001).
4.2 Regression Analysis
Linear regression analysis suggested positive effects of both CSV (ß = 0.686, p < .001) and CCC
(ß = 0.786, p < .001) on CSR. Three regression models (M1–M3) were used to examine the
9. Chin-Lung Lin & Shih-Kuan Chiu
International Journal of Business Research and Management (IJBRM), Volume (8) : Issue (2) : 2017 39
effects of the respective subdimensions of CSV and CCC on the subdimensions of CSR; the
results are shown in Table 1.
M1 analyzed the effects of the CSV subdimensions of managerial consensus on environmental
change, CSV(a), as well as the effects of corporate decision-making in the selection of value
activities, CSV(b), on the CSR subdimensions of customer equity, CSR(a); the general public,
CSR(b); competitors, CSR(c); and the natural environment, CSR(d). Results from the model
indicated that CSV(a) had significantly positive effects on CSR(a), CSR(b), CSR(c), and CSR(d)
M2 examined the effects of the CCC subdimensions of clanculture, CCC(a); adhocracy, CCC(b);
hierarchical culture, CCC(c); and market culture, CCC(d), on all of the CSR subdimensions.
Results from the model suggested that CCC(a) had significantly positive effects on CSR(a),
CSR(b), CSR(c), and CSR(d), as did CCC(b) and CCC(c). Additionally, CCC(d) exerted positive
effects on CSR(a) and CSR(b) and negative effects on CSR (c) and CSR(d).
M3 investigated the respective effects of the CSV and CCC subdimensions on all of the CSR
subdimensions. Results from the model suggested positive effects of CSV(a) on the CSR
subdimensions; significantly positive effects of CSV(b), CCC(a), CCC(b), and CCC(c) on the CSR
subdimensions; significantly positive effects of CCC(d) on CSR(a) and CSR(b); and negative
effects of CCC(d) on CSR(c) and CSR(d). Therefore, according to M3, after the independent
variables, CSV and CCV, were coupled together, their respective ß values decreased markedly in
comparison to those of M1 and M2.
TABLE 1: Respective effects of the CSV and CCC subdimensions on the CSR subdimensions.( Sig. at
*p<0.05, ** p<0.01, *** p<0.001).
IB1 IB2 IB3
ß-value ß-value ß-value
M1 M2 M1 M2 M1 M2
CSR .399
***
.543
***
.695
*
CSR(a) .186
***
.321
***
.261
***
CSR(b) .114
*
.114
*
.333
***
CSR(c) .107
*
.105
*
.094
CSR(a) CSR(b) CSR(c) CSR(d)
ß-value ß-value ß-value ß-value
M 1 M 2 M 3 M 1 M 2 M 3 M 1 M 2 M 3 M 1 M 2 M 3
CSV(a) .266
***
.096
*
.224
***
.048
*
.235
***
.088 .131
***
.007
CSV(b) .439
***
.257
***
.545
***
.389
***
.451
***
.293
***
.544
***
.401
***
CCC(a) .286
***
.170
**
.328
***
.187
***
.440
***
.316
***
.486
***
.313
***
CCC(b) .296
***
.163
**
.247
***
.075 .159
***
.014 .168
***
.003
CCC(c) .142
*
.094 .254
***
.192
***
.326
***
.274
***
.315
***
.239
***
CCC(d) .150
*
.111 .116
***
.077 -.097 -.137 -.142 -2.630
*
F-value 124.352
***
67.725
***
53.241
***
179.928
***
91.037
***
81.456
***
114.855
***
70.547
***
57.300
***
115.507
***
61.859
***
54.396
***
Adj.R2 .434 .453 .493 .526 .528 .600 .414 .464 .512 .416 .431 .499
10. Chin-Lung Lin & Shih-Kuan Chiu
International Journal of Business Research and Management (IJBRM), Volume (8) : Issue (2) : 2017 40
CSR(d) .054 .086 .111
*
F-
value
60.729
***
15.285
***
134.022
***
34.393
*
300.198
*
77.601
***
Adj.R2 .156 .151 .292 .293 .482 .488
TABLE 2: Effects of CSR and its subdimensions on the IB subdimensions. ( Significant at * p<0.05, **
p<0.01, *** p<0.001).
5. CONCLUSIONS AND RECOMMENDATIONS
5.1 Conclusions and Achievements
Although the primary purpose of businesses is to maximize profits for shareholders, the pursuit of
profits can have serious social impacts, causing public pressure to mount on firms to assume
social responsibilities. Shortly after CSR was first proposed, it was widely perceived as an ideal
and people who learn of this concept for the first time think the same way. As this the concept
continues to prevail, numerous firms have become more aware of the importance of CSR to their
corporate image, coordination of business activities and resources, and creation of friendly social
environments. Moreover, firms’ success hinges on not only the stability of the macroeconomic
environment and the commitment of managers and employees but also on public support, a safe
operating environment, and well-established corporate culture.
CSR activities have become increasingly diversified and globalized. Studies on CSR have
suggested that there has been growing attention on CSR as a shared-value strategy. According
to Porter and Kramer [40], shared value provides a new means of achieving economic success;
corporate culture is an intangible asset of great importance to firms and a critical factor in
developing core competence; the prevalence of CSR varies from industry to industry; and with a
solid understanding of a firm’s overall CSR framework, one can grasp the impacts of its CSR
practices. Thus, to investigate the influence of CSV and CCC on CSR implementation, the
present study administered a questionnaire to a sample of employees from firms that were
included in the CommonWealth Magazine’s list of Excellence in Corporate Social Responsibility.
We found that the level of employee knowledge about CSR varied markedly from industry to
industry. The findings are summarized in the following two points.
5.1.1 Effects of CSV on CSR Implementation
The scope of CSR has extended from promoting social welfare out of public pressure to
incorporating the concept into the core operation strategies of firms. Business organizations
should establish customized performance indicators (Porter and Kramer [40]). Although some
companies have analyzed the influence of CSR indicators on their business performance, few
have associated them with business improvement. In addition, strategic corporate activities
should be conducted in a manner that can produce substantial, concrete benefits for firms and
society at large; firms can do so by focusing on specific markets or their unique advantages and
operating relevant value chains (Porter and Kramer [40]).
Although CSR has been widely discussed worldwide, research on this issue is still limited in
scope. Therefore, the present study developed the dimensions of managerial consensus on
environmental change and corporate decision-making in the selection of value activities. The
former refers to the managerial consensus on changes in the competitive environment, shared-
value creation, and firm–society interdependence; whereas the latter refers to whether corporate
decision-making involves creating social value, cocreating economic value with society, sharing
resources with society, fulfilling CSR to maintain competitive advantages, implementing CSR to
generate business opportunities and expedite corporate innovation, and undertaking CSR
projects relevant to the organization’s business. The subdimensions of CSR are detailed as
follows: (a) customer equity (which entails improving product quality, explicating product
specifications, extending the warranty period, and attaching importance to customer satisfaction
and consumer protection laws), (b) the general public (which entails building public trust,
11. Chin-Lung Lin & Shih-Kuan Chiu
International Journal of Business Research and Management (IJBRM), Volume (8) : Issue (2) : 2017 41
contributing to the community, underwriting the construction of educational institutions, hospitals,
and green spaces, and organizing events that promote social well-being), (c) competitors (which
entails collaborating with competitors through CSR strategies and in an ethical manner and
avoiding unfair competition), and (d) the natural environment (which entails improving
environmental well-being, engaging in environmental protection and improvement, purchasing
environmentally friendly facilities, and making investments that do not contribute to environmental
pollution). The analysis of the CSR subdimension of the natural environment revealed the policies
or measures that firms undertake to promote environmental well-being, the findings of which are
expected to encourage corporate involvement in addressing climate change and global warming.
Achievements:
Moreover, the questionnaire results indicated a significantly positive relationship between CSR-
minded firms’ fulfillment of and emphasis on shared-value strategies and their employees’
awareness of the strategical importance of CSR. However, the business strategies of the firms
focused on improving the interests and satisfaction of their target customers and did not involve
integrating the firms’ resources into their immediate environments by implementing shared-valued
strategies (e.g., collaborating with competitors through CSR strategies, acting ethically, and
avoiding unfair competition). This suggests that despite improvements in their enterprise value
and competitiveness associated with CSR, CSR-minded firms should further their involvement in
undertaking value-chain activities in collaboration with competitors.
5.1.2 Effects of CCCs on CSR Implementation
Corporate culture is a widely-researched topic in the field of management science. Much of the
early research on corporate culture was devoted to culture at the organizational level; for example,
the symbolism underlying language, tales, myths, and rituals, or the forms of cultural expression.
Furthermore, corporate culture is a firm’s organizational climate that is disclosed, propagated,
and practiced top-down. However, scholarly consensus has yet to be reached regarding the
appropriate methods for studying corporate culture, largely because of debate over whether
qualitative and quantitative approaches should be used. A firm’s corporate culture is effectively its
“personality” and can be measured independent of other organizational phenomena. It is both
stable and realizable and varies depending on a firm’s values and beliefs.
This study divided the dimension of CCC into four subdimensions and organized them into the
competing-values framework [](Cameron & Quinn, 2006). The CCC subdimensions are detailed
as follows: (a) clan culture (e.g., employees exchanging ideas, managers leading and caring for
their employees, organizational cohesion based on the loyalty and mutual trust of employees,
emphasis on teamwork, and high trust levels), (b) adhocracy (e.g., employees showing enterprise,
managers exhibiting entrepreneurial spirit, emphasizing innovation and willing to take innovation-
related risks, organizational cohesion based on commitment to innovation and growth,
encouraging individual initiative, and emphasizing acquiring new resources and opportunities), (c)
hierarchical culture (e.g., structural organization, managers skilled at streamlining the workflow,
organizational cohesion based on company policy, embracing cost-effective principles, and
ensuring employee safety and stability and organizational effectiveness), and (d) market culture
(e.g., competitive and achievement-oriented employees, meticulous and enterprising managers,
organizational cohesion based on goal accomplishment, success defined as outperforming
competitors, encouraging competition and goal accomplishment, and ability to maintain a
competitive advantage in the market). The CCC subdimensions were regressed with the CSR
subdimensions.
Achievements:
The regression results are described as follows. First, the most significant positive correlation was
between adhocracy and CSR, indicating that employees working for firms with a adhocracy tend
to show initiative; their managers tend to have entrepreneurial spirit, encourage innovation, and
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International Journal of Business Research and Management (IJBRM), Volume (8) : Issue (2) : 2017 42
task innovation-related risks; and their employers tend to acquire new resources and
opportunities and focus on innovative strategies to derive shared value from CSR. In addition,
because corporate culture is a soft power that can achieve group cohesion and determines the
manner in which a firm operates, adhocracy can best facilitate CSR implementation. Second,
market culture negatively affected the competitor and natural environment subdimensions of CSR
and significantly affected the customer equity and general public subdimensions. In firms with a
market culture, employees are competition- and achievement-oriented, and employers tend to be
meticulous and enterprising, focus on generating profits and outperforming competitors to
establish a competitive advantage in the market. Such firms typically engage in unfair competition
because of their zero-sum relationships with competitors. Regarding the natural environment,
they tend to undertake activities aimed at improving environmental well-being, engage in
environmental protection and improvement, purchase environmentally friendly facilities, and make
investments that do not contribute to environmental pollution.
CSR may entail expensive environmentally friendly facilities and certification costs and may
therefore render business opportunities associated with the pursuit of this practice costly and
hinder financial performance on a short-term basis at the early stage of its implementation;
however, it may contribute to a firm’s long-term development.
5.1.3 Effects of CSR Implementation on IB
IB encourages employees to engage in CSR activities and conceive new ideas. To ensure
constant growth, a firm should build an environment that is conducive to innovation at the
individual and organizational levels to enhance its competitiveness. This study divided the IB
dimension into three subdimensions: (a) individual innovation (e.g., frequently generating unique
ideas, creating ingenious solutions to problems, attempting to find new solutions, and becoming
highly creative by working with team members), (b) team innovation (e.g., employees with
innovative ideas are recognized and rewarded, and these ideas have been put into practice and
implemented at work), and (c) organizational innovation (e.g., the firm frequently implements
policies that improve its performance; supervisors adopt new leadership approaches, understand
the objectives of their subordinates, and adjust the subordinates’ duties to achieve their
objectives; and the employee compensation and benefit policies is relatively unique, encourage
worker productivity, and boost work morale). The IB subdimensions were regressed with the CSR
subdimensions. The questionnaire respondents worked for firms listed by CommonWealth
Magazine for Excellence in Corporate Social Responsibility.
Achievements:
The questionnaire results suggested that they held favorable opinions about their organizations’
investment in CSR, and CSR correlated positively with innovation at the individual, team, and
organizational levels. Thus, employees can hone their problem-solving skills through CSR
participation. Moreover, ideas pertaining to CSR implementation that employees contribute to
their organizations’ participation in the magazine’s CSR evaluation can be both utilized to refine
work processes or formulate practical policies—thereby gaining managerial support and
enhancing organizational performance—and introduced into business operations.
5.2 Comparative Evaluation
This research firstly indicates that strategic consensus on shared values play a significant role on
CSR strategies, and different corporate cultural characteristics were strongly related to CSR
strategies. According to Dawoudi [14], the corporate in Palestine utilize Tamayazz program
embody the managerial consensus on shared value and innovative behavior to strike a balance
between corporate social responsibilities and self-interest in business. It also represents that this
study can be applied not only on firms listed by CommonWealth but also on other enterprises.
Second, this work concludes that shared values, CCC, and CSR activities correlated positively
with IB. According to Waldma [61], by examining 561 firms in 15 countries, various corporate
cultural characteristics can affect the behavior of corporate social responsibilities decided by top
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International Journal of Business Research and Management (IJBRM), Volume (8) : Issue (2) : 2017 43
management team members. Thus, multiple examples support the conclusion done by this
research.
5.3 Suggestions
5.3.1 Practical Implications
CSR is prevalent worldwide. Numerous international bodies, government and nongovernment
organizations, and researchers have formulated guidelines, standards, and norms for CSR,
although some Southeast Asian countries lag behind in their CSR involvement. Moreover, CSR
obliges firms to act legally, restrains them from taking actions that are detrimental to their
operation or image, facilitates their innovation, and enhances their profitability. On the basis of the
arguments and findings, this study offers the following suggestions about CSR implementation:
(1) There is some inconsistency between firms’ CSR knowledge and behavior. They undertake
CSR predominantly through philanthropy and perceive CSR as a means of cementing their
reputation. We suggest that firms seek strategic partnerships to establish norms and guidelines
for CSR activities, thereby improving the competitive environment in their industries.
(2) Firms should correct their actions that contradict their CSR strategies, reevaluate and adjust
their goals for managing CSR, revise their value statements, and update their strategies to be in
line with changes in internationally recognized standards for CSR.
5.3.2 Theoretical Implications
The conception and realization of an ingenious idea entail behavioral changes. To continuously
develop its creative workforce, firms should focus on long-term objectives, undertake different
CSR activities, and encourage employee participation in activities that prompt them to undergo
personal development without constraint and think and behave innovatively and flexibly.
5.4 Future Research Directions
(1) Because of time constraints and limited resources, this study enrolled the employees of firms
that were included in the Common Wealth Magazine’s list of Excellence in Corporate Social
Responsibility. Thus, the findings may have been affected by sampling bias. Future studies
should consider recruiting employees of listed and over-the-counter companies whose CSR
efforts are not recognized by this magazine.
(2) The research focused on the variables analysis of the whole structure, but not took the
interferences into considerations. The personal values of the employees are also parts of
corporate culture, which would not only constraint their desire of participation in the activities of
corporate social responsibilities but also affect individual innovation, organizational, team
innovation, and etc. Therefore, future research needs to contain more interference analysis
incorporated with the personal values so as to have a deeper understanding of the result affected
by personal values.
6. ACKNOWLEDGEMENTS
We thank colleagues in our department who provided insight and expertise that assisted the
research significantly, although they may not agree with all of the interpretations of this paper.
We thank all scholars who have contributed to our work and CommonWealth Magazine’s
cooperation. This manuscript was translated into English by Wallace Academic Editing.
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18. Chin-Lung Lin & Shih-Kuan Chiu
International Journal of Business Research and Management (IJBRM), Volume (8) : Issue (2) : 2017 48
Appendix 1
Reliability of all dimensions.
Dimensions Number of
Questions
Cronbach’s α
CSV 10 .949
Consensus on environmental change 3 .896
Decision-making in the selection of value
activities
7 .942
CCC 24 .942
Clan culture 6 .925
Adhocracy culture 6 .935
Hierarchy culture 6 .930
Market culture 6 .916
CSR 18 .942
Customer equity 7 .882
The general public 4 .823
Competitors 3 .830
Innovative behavior 14 .936
Individual innovation 4 .911
Team innovation 3 .886
Organizational innovation 10 .931