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Strategic corporate social responsibility: a ‘dynamic capabilities’ perspective

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  • Venugopal Ramachandran

Abstract

In this paper, strategic corporate social responsibility (CSR) is defined on the basis of Porter's theory of competitive advantage. Two kinds of dynamic capabilities are proposed as the precursors to strategic CSR success and operationalized in terms of two sets of associated processes. The effectiveness of these processes is postulated to be dependent on their attributes and the human and social capital employed in them. Implications for practitioners and researchers are outlined. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment.

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  • Venugopal Ramachandran, 2011. "Strategic corporate social responsibility: a ‘dynamic capabilities’ perspective," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 18(5), pages 285-293, September.
    • Handle: RePEc:wly:corsem:v:18:y:2011:i:5:p:285-293
    DOI: 10.1002/csr.251
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    2. Qinghua Zhu & Hang Yin & Junjun Liu & Kee‐hung Lai, 2014. "How is Employee Perception of Organizational Efforts in Corporate Social Responsibility Related to Their Satisfaction and Loyalty Towards Developing Harmonious Society in Chinese Enterprises?," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 21(1), pages 28-40, January.
    3. Wójcik, Piotr & Obłój, Krzysztof & Buono, Anthony F., 2022. "Addressing social concern through business-nonprofit collaboration: Microfoundations of a firm’s dynamic capability for social responsibility," Journal of Business Research, Elsevier, vol. 143(C), pages 119-139.
    4. Achi, Awele & Adeola, Ogechi & Achi, Francis Chukwuedo, 2022. "CSR and green process innovation as antecedents of micro, small, and medium enterprise performance: Moderating role of perceived environmental volatility," Journal of Business Research, Elsevier, vol. 139(C), pages 771-781.
    5. Shao‐Chi Chang & Heng‐Yu Chang, 2015. "Corporate Motivations of Product Recall Strategy: Exploring the Role of Corporate Social Responsibility in Stakeholder Engagement," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 22(6), pages 393-407, November.
    6. Alberto Romolini & Silvia Fissi & Elena Gori, 2014. "Scoring CSR Reporting in Listed Companies – Evidence from Italian Best Practices," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 21(2), pages 65-81, March.
    7. Ching‐Hsun Chang, 2016. "The Determinants of Green Product Innovation Performance," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 23(2), pages 65-76, March.
    8. Koustubh Kanti Ray & Subrat Kumar Mitra, 2018. "Firm’s Financial Performance and Sustainability Efforts: Application of Classifier Models," Global Business Review, International Management Institute, vol. 19(3), pages 722-736, June.
    9. Stefan Zeisel, 2020. "Is sustainability a moving target? A methodology for measuring CSR dynamics," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 27(1), pages 283-296, January.

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