African Journal of
Business Management

  • Abbreviation: Afr. J. Bus. Manage.
  • Language: English
  • ISSN: 1993-8233
  • DOI: 10.5897/AJBM
  • Start Year: 2007
  • Published Articles: 4125

Full Length Research Paper

Corporate social responsibility strategies, dynamic capability and organizational performance: Cases of top Taiwan-selected benchmark enterprises

  Shyh-Rong Fang1, Chiung-Yao Huang2,3 and Stephanie Wei-Ling Huang4*    
  1Department of International Business, Providence University, 200 Chung Chi Rd., Taichung 43301, Taiwan. 2Department of Accounting and Information systems, Asia University, 500, Lioufeng Rd., Wufeng, Taichung 41354, Taiwan. 3The Graduate Institute of Business Administration, National Chung Hsing University, Taiwan. 4Department of Foreign Languages and Literature, Asia University, 500, Lioufeng Rd., Wufeng, Taichung 41354, Taiwan.
Email: [email protected], [email protected]

  •  Accepted: 19 November 2009
  •  Published: 31 January 2010

Abstract

 

With an increasing trend of attention devoted to the corporate social responsibility (CSR) in businesses all over the world, this paper discusses the types of CSR strategies from both value perspective and strategic orientation. We also incorporate dynamic capabilities perspective to explain the effects of CSR strategies on organizational performance. Case studies from Taiwan further support theory framework and proposed propositions. Data is collected from annual reports, databases of reports on environmental performance and sustainable development of Taiwanese businesses, web sites as well as interview reports of CSR from the media. The results indicate that a firm’s particular dynamic capabilities of stakeholder relationship management can determine the effectiveness of alternative CSR strategies, in return influencing organizational performance. Finally, we discuss some of the implications of the practical and academic contributions of this study as well as its limitations. We also provide suggestions for future research.

 

Key words: Corporate social responsibility, dynamic capability, organizational performance.