Reciprocity in Corporate Social Responsibility and Channel Performance: Do Birds of a Feather Flock Together?
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jonathan Jenkins Ichikawa
Jack Alan Reynolds
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Journal of Business Ethics 118 (1):203-213 (2013)
Corporate social responsibility (CSR) is more and more important in the supply chain. Drawing from the stakeholder theory and channel relational reciprocity literature, we develop and empirically support a theoretical framework. Our framework predicts that CSR reciprocity between buyer and seller firms in a supply chain affects channel tie intensity and channel sales performance (main effects) and that market competition may amplify these influences (moderated effects). The framework reveals important implications regarding the role of reciprocal CSR for channel relationship management
|Keywords||Channel performance CSR reciprocity Market competition|
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References found in this work BETA
Michael L. Barnett (2005). Stakeholder Influence Capacity and the Variability of Financial Returns to Corporate Social Responsibility. Proceedings of the International Association for Business and Society 16:287-292.
Clodia Vurro, M. Tina Dacin & Francesco Perrini (2010). Institutional Antecedents of Partnering for Social Change: How Institutional Logics Shape Cross—Sector Social Partnerships. [REVIEW] Journal of Business Ethics 94 (1):39-53.
Mohammad Asif Salam (2009). Corporate Social Responsibility in Purchasing and Supply Chain. Journal of Business Ethics 85 (2):355 - 370.
Robert N. Mefford (2011). The Economic Value of a Sustainable Supply Chain. Business and Society Review 116 (1):109-143.
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