A Global Analysis of Corporate Social Performance: The Effects of Cultural and Geographic Environments [Book Review]
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 107 (4):423-433 (2012)
As more and more multi-national companies expand their operations globally, their responsibilities extend beyond not only the economic motive of profitability but also other social and environmental factors. The objective of this article is to examine the impact of national culture and geographic environment on firms’ corporate social performance (CSP). Empirical tests are based on a global CSP database of companies from 49 countries. Results show that the Hofstede’s cultural dimensions are significantly associated with CSP. In addition, European companies are found to out-perform other regions and countries in CSP
|Keywords||Corporate social performance Corporate social responsibility Cross-cultural comparison Hofstede cultural dimensions Cross regional comparison|
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References found in this work BETA
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Citations of this work BETA
Ge Bai (2013). How Do Board Size and Occupational Background of Directors Influence Social Performance in For-Profit and Non-Profit Organizations? Evidence From California Hospitals. Journal of Business Ethics 118 (1):171-187.
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